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Creating a high performance board
- 1. Creating a High Performance Board - a new perspective David Sales
- 5. 1. Brainstorming is the best way to create new ideas
- 6. 2. Procrastination is wrong
- 8. 4. Analytical thinkers are introverts
- 10. Personality Attributes Within a Board Team
- 11. Two separate things to focus on… ...and the way we think The way we behave...
- 12. ANALYTICAL Clear thinker Logical problem solver Rational CONCEPTUAL Intuitive about ideas Imaginative Visionary STRUCTURAL Practical Thinker Likes guidelines Predictable EXPRESSIVENESS The outward display of emotions toward others and the world at large FLEXIBLITY Willingness to accommodate the thoughts and actions of others ASSERTIVENESS The degree of energy invested in expressing thoughts, feelings and beliefsSOCIAL Intuitive about people Socially aware Empathetic
- 13. The “Social” Brain - Interacting with each other and the wider organisation
- 14. The Social Brain
- 15. Status Certainty Autonomy Relatedness Fairness Demands of the ‘Social’ Brain
- 16. Status
- 17. C
- 19. Relatedness
- 20. Fairness
- 23. Status Certainty Autonomy Relatedness Fairness The Organisation The Manager / Leader
- 24. Organisations and SCARF Status Certainty Autonomy Relatedness Fairness • Fair pay and rewards • Clear vision • Good work practices • Diversity and inclusion • Consistent performance management
- 25. Leaders and SCARF Status Certainty Autonomy Relatedness Fairness • Equality of debate and involvement • Team role and direction • No micro-management • Team (tribal) culture • Fair performance management
- 26. Conclusions
- 27. Boards need to address the “social brains” of their colleagues and people in the organisation
- 28. “Social” interactions are a huge trigger
- 29. • Their approach is everything • Their verbal & body language is vital • Their questions are fundamental • Their personal impact is immense • Engagement is personal, not just a KPI