The boardroom is a key aspect of the decision-making process and therefore knowing what skills to possess going into the boardroom is very essential. Decision-making is the essence of management. The steps taken towards effective decision-making by managers at a senior level is a very critical process for any organization; if decisions are not well structured, they can be detrimental to the managers and the organization.
Over the past month, Strathmore University Business School has been training senior managers from First Community Bank in a customised Programme dubbed the Senior Management Development Programme (SMDP). This Programme aimed to equip the managers with the requisite skills required to report to the CEO and assert themselves in high-level meetings; board level, high net worth clients and regulators, among other key stakeholders, as representatives of the bank. In addition, the programme prepared them in an acting capacity to take up C-suite roles immediately and to enhance their strategic thinking as they drive the Bank to sustainable growth.
The Programme culminated in a guest speaker panel session where the participants got the opportunity to interact and learn from seasoned experts about their insights on boardroom etiquette and the various lessons they have picked from the leadership play-field. The panel included: Catherine Igathe, the immediate former CEO of Jubilee General Insurance Limited; Ruth Muiruri, former Chief Legal Officer, Tatu City; and James Mbui, CEO of Amica Savings and Credit Limited. The session revolved around board etiquette for senior managers and tips on how they can handle the board.
Understanding the Different Board Members. A board comprises different people, with different personalities pulled from various sectors. It is in your best interest to understand the members of the board and what areas each of them are keen on. “When it comes to dealing with the board members, it is very crucial to remember they are just as human as you are, therefore learning their personalities will assist in approaching various situations or predicaments,” Catherine noted.
Setting Boundaries. There is a very thin line between management and the board of directors. “It is therefore important that neither party crosses that line because if that happens, it will undermine the authorities and accountability will be lost in the process,” Catherine emphasized.
Intimidation. As a manager reporting to the board of directors, you are bound to feel intimidated. “When it comes to interacting with a board member who is intimidating, judge the situation first then respond in a polite and respectful manner,” Catherine added.
Three Perspectives of a Board Meeting. Ruth Muiruri brought out three different perspectives of the board meeting; the pre-meeting, the actual meeting and the post-meeting. She emphasized the importance of the pre-meeting. “The pre-meeting will help you understand why certain board members are pushing specific agendas. It will also give you a chance to show the directors forecasting predictions so that expectations are set. A lot of consultations need to be done before in order to arrive at crucial decisions,” she noted. “As a manager, it is important to make sure the board of directors are not met with any surprises by setting expectations early through the pre-meeting. Ensure you do not ambush them with information but instead pick their thoughts first before making any presentation,” Ruth added.
Handling Push Backs. James Mbui gave his thoughts and experience in handling push backs at the board level. “A typical board is composed of individuals from various industries and therefore some industries have varying cultures and protocols of doing business. These differences will generally carry through in how the individuals conduct themselves in the boardroom,” he noted. From a managerial perspective, James emphasized the need to remain level-headed when presenting to the board. “This makes it easier to make decisions and implement strategies aligned with the goals and values of the organization,” he added.
He noted that board members are bound to develop personal interests that may not necessarily benefit the organization. “When people have certain personal interests, develop systems that will embed structures and procedures into place to minimize any informalities,” he advised.
Emotional intelligence is a very important skill that managers at a senior level need to possess. When it comes to the performance of a company, senior managers are always the ones called to answer. “Emotional intelligence will give you the right ammunition going into the boardroom and it will also help you navigate any kind of conflict or ‘whipping’ you may experience as a manager,” James further noted.
The board of directors plays a critical role in decision-making and oversight in an organization. It is therefore inevitable that senior managers will be required to answer to the board. A senior manager with the requisite boardroom etiquette is better placed when presenting to the board.
About Our Customised Solutions
At Strathmore University Business School, we offer a range of Customised Solutions that focus on providing clients with tailored and bespoke programmes and consulting solutions to ensure that we address their unique and specific needs.
Our Programmes range from developing areas of leadership and management skills to functional skills in operations management, finance and change management. We provide bespoke services that enable us to directly deal with client issues. This is particularly relevant where a generic solution does not fit the client’s needs. Learn about our Customised Solutions here
Article by Michelle Nthemba
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