Amplified Group appear in the 2019 September issue of InTouch with Business
Read the full article here (pages 46-47)
This article validates what we do starting in the boardroom and transcending throughout any organisation I urge you to read it!
In Touch Article Introduction
Vicky Reddington, an experienced consultant and co-founder of Amplified Group, an organisation that specialises in energising organisations for change, explains why there is an increased need for boardroom agility in our ever-changing world.
The pace of change in the way we live and do business is only going to increase. And that makes it more important than ever to consider ‘human interaction’, starting at the very top of any business.
“The key is one board, one vision, one strategy, contributed to by all, through robust discussion.”
##
Straight to Vicky’s introduction of the Five Behaviors®
Let me introduce you to the Five Behaviors® of a team. This could quite easily be the five behaviours of the board.
Trust
When team members are genuinely transparent and honest with one another they are able to build vulnerability-based trust. Reconnect as human beings and realise that no-one is expected to be perfect and have all the answers. That is why there is a board!
Conflict
When there is trust, team members are able to engage in unfiltered, constructive debate of ideas. Avoid artificial harmony and group thinking; robust debate is required to surface the best ideas.
Commit
When team members are able to offer opinions and debate ideas, they will be more likely to commit to decisions. This has to start at the top to ensure clarity; there is no room for ambiguity.
Hold one another accountable
When everyone is committed to a clear plan of action, they will be more able and willing to hold one another accountable.
Focus on achieving collective results
The ultimate goal of building greater trust, healthy conflict, commitment and accountability is one thing: the achievement of results.
Operating System for Boards
Microsoft describes these behaviours as the ‘operating system’ for teams. You need to know how to install it and for it to become effective, it needs to become muscle memory.
You probably know what skills and experience you need to balance your board, but where you may need help is to transform those talented individuals into a united and cohesive board, minimising dominant contributors and ensuring there is the required contribution from every board member.
Once you have this, the next stage is to ensure the board are all aligned – when you are working at such a pace of change, it is critically important that there is not a degree of separation on direction and priorities.
So many organisations we work with are very clear on what they do, but not why they do it. This leads to uninspired employees and also does not provide the vision needed for a company to be sustainable and thrive in the future.
Finally, the elephant in the room in all of this is that the boards have so much responsibility and yet they do not meet often enough to build the trust and relationships.
So make time! In the long run the benefits will be worth it many times over.
“It is vital that within all the fast-moving change we don’t lose sight of the important role that human interaction still plays in any effective business strategy.”
Read the full article here (pages 46-47)
Thank you for featuring us, In Touch!
