Cracking the ‘Business Process Outsourcing’ Code Main.pptx
ESSEC WBEBR V-Strickfaden_NED-postures
1. Women Be European Board Ready
Considerations on postures as a board member
By Viviane Strickfaden
Serving on a Board of directors:
More than a knowledge or a skill
A way of being
Having the appropriate posture: a real challenge
Some observations carried during WBEBR #5
Some points of vigilance / suggestions to sit at the Board table
2. The power of questioning
Observations
• A series of questions…
Technical
Detailed
• …that interrupt the flow
• …that may hinder the understanding of the whole
Points of vigilance / Suggestions
• Agree not understand everything immediately
Additional elements may be given
The 360 ° / strategic vision requires taking a step back and disengaging from very
operational issues
• Rephrase - summarize to highlight key points, gray areas
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3. The transversal reading of topics
Observations
• Interventions…
Technical, on the (member’s) field of expertise
Detailed
• …irrelevant
• …make lose the thread
Points of vigilance / Suggestions
• Know how to remain at a more global level, focused on the issues
By identifying interstitial zones possibly untreated
The director brings her/his vigilance without replacing executives. The board is not the
place of / for expertise
• Ask a question or two, open but focused on impacts, risks, too imprecise areas
• As appropriate, also suggest an ad hoc committee, a dedicated meeting
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4. Your place in the board of directors, the « group » 1/2
Observations
• Interventions…
Full of affect
At the wrong moment
Apart / beside
• …that can install an unfavorable climate for constructive exchanges
• …that can create a kind of « split » in the group
• …that can make you miss a key point
Points of vigilance / Suggestions
• Take a distance between oneself (the person) and one’s role / function
The weight of others’ eyes does not have to exist
Others‘ feedbacks are a « judgment » on your competencies
• Listen carefully and actively what is being said / what happens
With your brain, with empathy
Your womanhood is not at the table
• Dare to get out one’s comfort zone
Mandatory to understand each point
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5. Your place in the board of directors, the « group » 2/2
Observations
• Interventions…
With a barely audible voice
Hesitant in formulating
With lower bound words about oneself
• …That can discredit the substance, what you bring to the table
• …That can not being listened to and/or understood
Points of vigilance / Suggestions
• Work on your assertiveness
Tone and pace of speaking are as important as the content
What you have to say is a priori of interest
It is to you to take your full place: it won’t be given to you
• Be congruent: words–tone–gesture
Your message is consistent and has real impacts
Self-awareness in one’s environment facilitates the distance with one’s emotions
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6. Sum up
Agree not to understand everything right away
• Prepare the meetings ahead (read and understand the papers)
• If necessary, deepen thereafter…
• … Unless immediate substantive decision
Dare to ask when a misunderstood point does no longer allow to follow
• Know how one’s liability is incurred
• Use reformulation rather than question if more comfortable
Take some distance
• With one’s filed of expertise : in his/her role, the non-executive director is a
« strategist » and not an expert
• With one’s emotions : the « function-role NED » does not question the « person
NED »
Dare to take one’s place
• A seat? A recognized authority legitimate! The voice also carries the legitimacy
• The role of candid? Tactical or real, it can brighten dark areas!
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7. Viviane Strickfaden
Certified Women Be European Board Ready - ESSEC
vsk [at] vs-management.fr web site: vs-management.fr
Business leader who believes that the success of a company
depends on the development of its human assets, I accompany
organizations in strengthening their teams, succeeding in their
transformation for more performance, durability and agility for
over 25 years. Understanding the culture and challenges of
public and private organizations allows me to interact effectively
with them. I combine strategic and tactical approach in fast-
changing contexts and ambitious projects with long-term vision
and concrete results.
Founding partner and CEO of VS Management Corp, Strategy &
Management consulting since 2012 | Board member
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