Many of my clients either are directors or aspire to be. For most career- minded individuals this is an ultimate goal, and absolutely right for their skill and talent. Yet sometimes I wonder about the position. Firstly it has all sorts of legal considerations and commitments which should not be taken lightly, particularly in light of our increasingly litigious society. Secondly it carries with it the role of guiding and serving many people and in our current organisational structures, many of these people are to some extent dependent on the skill and approach of their boss.
Many of us have had experience of both good and bad directors above us. Viewed from distance we can bask in their positive hallo, or perhaps in more negative situations, be shielded from their impact. The closer we get to the board or executive team the more we realise that they are indeed human beings, usually flawed like the rest of us; sometimes the more so for being so driven and successful..
Flawed or not, what responsibilities have they taken on? Yes, to set company direction, to achieve both short and long term results, but also to provide the community which will enable others to work at their best. We have a great deal of clarity on the ‘tasks’ in an organisation: budgeting, planning, marketing and a multitude of training is available to support these activities. There are also many leadership and management courses but do we know how to build ‘community’? Why do so many people complain about their work environment? It seems that despite huge advances in communication, and changes both in lifestyle and business approach, to a large extent we remain victims of the industrial revolution, still viewing our people and businesses as commodities. We receive little training in ‘community’ – even the word still carries wacky, slightly offbeat connotations.
Whose job is it to identify and explore these issues? Don’t expect those who have been directors for years to do this work; conformity and success, can dull the desire for change. Who then? Yes – our newly appointed director just arrived fresh and excited from the engine room up on the bridge. (Please forgive the boating analogy but it seems to work here.) For them it’s a bracing day, and viewed from this new angle the boat looks huge. Now they can see it all, not just their previous cosy niche. It’s exciting, it’s exhilarating, and it feels just a little scary. Looking beyond the boat, all around is unpredictable – sea, land, other boats. ‘No time to waste!’ yells the admiral (‘oh and well done on your promotion’), ‘set a course, watch out for danger and keep the boat in good shape’. So our new director scurries about doing his or her best. In between shifts he rests (4hrs on 4hrs off – bridge work can be exhausting), but sleep is hard because niggling questions keep surfacing – ‘is this ship watertight?’, ‘we can’t seem to get up to full power?’, ‘what is hampering progress?’ A picture begins to emerge at the edges of consciousness just before sleep takes over.
Am I being unfair? Perhaps. I have many good friends who are directors and they absolutely deserve the job. They accept that they are always in the spotlight, always under pressure, that every movement is noted and often analysed. They know that IQ matters and perhaps EQ more. The boat is moving – and will be moving long after they’ve gone. So what is their role now – today – and what legacy will they leave behind? Most senior business people I meet speak much more fondly and proudly of their people successes and teams than they ever do of financial landmarks, the deals done, business plans achieved.
So back to our new director, who’s just stepped onto the bridge. What is their role all about? I like this list produced on a directors’ programme recently:
- Accountability – ‘the buck stops here with us’.
- Always challenging and changing the business
- Defining the culture.
- Having a business-wide view, function second.
- Setting mission and strategy.
- Leading by example – ‘behaviour is watched closely”. Gaining the respect of others.
- Inspiring – being able to drive and communicate ideas.
- Coach & mentor – giving ‘brutal truth’ and honest ‘hope and possibility’.
- Shaping the business to function in our absence.
- Setting up for longevity.
- Being the ambassador for the business.
Both from this list and my own experience over a number of years three things stand out for me and encapsulate the best of directors. They are able to:
- Set the overall business direction, identifying and pursuing both the key short term and long term goals.
- Create the culture – the ‘community’ – which ignites others to achieve, and are able to root out barriers to high performance.
- Work on their own development – values, behaviour, and style – knowing their personal profile has huge impact on others’ motivation.
Can we create the environment for others to succeed, establishing clear goals and plans, plus building a community of support, challenge and honesty? If we can we will create a powerful cocktail which will excite and invoke the very best in those around us. And (to finish our boating analogy) the ship is much less likely to run aground.