Make The Most Of Your Next Quarterly Meeting
Navigating the current environment successfully is certainly no joke.
Volatility abounds in financial markets, the economy, energy supply and pricing, war in Ukraine, and a revolving door of talent. Even the weather has been unsettled (in North America, at least) making it challenging to discern whether it’s winter or spring. This also disrupts logistics and productivity.
When uncertainty is particularly high and you’re scrambling to address today’s challenges, it’s tempting to put longer-term thinking—tomorrow’s problems—on hold. Practically speaking, if you can’t keep the lights on, there is no future.
Yet this is precisely where your board can help. A key role of the board is to ensure the sustainability of the organization for the future—and for the benefit of its varied stakeholders. Unfortunately, many board members tell me that they spend relatively little time thinking and talking about the future. Much of their agenda is focused on near-term results, compliance, addressing thorny challenges, and dealing with the issues at hand.
Quarterly board meetings provide a valuable chance to ensure that you’re appropriately looking ahead. CEOs engage advisors and boards to anticipate or identify emerging risks. Boards lend their diverse expertise in specific areas. They suggest strategies to mitigate both recognized and projected risks. Structure the board agenda to allow time for these forward-thinking conversations. Otherwise, it’s a lost opportunity.
CEOs strengthen their relationship with the board by cultivating open dialogue. In turn, boards encourage agility by expecting and accommodating adjustments, within the agreed strategic framework. I advise both CEOs and boards to ask and welcome strategic questions to stimulate thinking and build on the shared objective for the organization. For example:
• What makes you uncomfortable right now?
• What are you doing today to address tomorrow’s challenges?
• How might you transform a prospective disruptor into an enabler of something new?
• To what extent do you have the right structure, processes, and people to oversee mission-critical risks?
• What’s the culture you need to accelerate progress?
• What trends or risks do you see on the horizon that could become mission-critical?
• What new expertise or skills are needed on the board and among top management to ensure the appropriate diversity of experience for the future?
• What are you seeing in other industries or companies that may signal an opportunity or a worry for us?
• In what ways may we help you to connect more directly with our business, customers, and stakeholders?
Uncertainty in the business environment is, well, certain. In addition to its fiduciary and oversight roles, the board can be a valuable resource for CEOs to step out of the near-term and anticipate the longer term. Smart CEOs welcome—and even solicit— such insights from their boards.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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1:00 - 5:00 pm
Over 70% of Executives Surveyed Agree: Many Strategic Planning Efforts Lack Systematic Approach Tips for Enhancing Your Strategic Planning Process
Executives expressed frustration with their current strategic planning process. Issues include:
Steve Rutan and Denise Harrison have put together an afternoon workshop that will provide the tools you need to address these concerns. They have worked with hundreds of executives to develop a systematic approach that will enable your team to make better decisions during strategic planning. Steve and Denise will walk you through exercises for prioritizing your lists and steps that will reset and reinvigorate your process. This will be a hands-on workshop that will enable you to think about your business as you use the tools that are being presented. If you are ready for a Strategic Planning tune-up, select this workshop in your registration form. The additional fee of $695 will be added to your total.
2:00 - 5:00 pm
Female leaders face the same issues all leaders do, but they often face additional challenges too. In this peer session, we will facilitate a discussion of best practices and how to overcome common barriers to help women leaders be more effective within and outside their organizations.
Limited space available.
10:30 - 5:00 pm
General’s Retreat at Hermitage Golf Course
Sponsored by UBS
General’s Retreat, built in 1986 with architect Gary Roger Baird, has been voted the “Best Golf Course in Nashville” and is a “must play” when visiting the Nashville, Tennessee area. With the beautiful setting along the Cumberland River, golfers of all capabilities will thoroughly enjoy the golf, scenery and hospitality.
The golf outing fee includes transportation to and from the hotel, greens/cart fees, use of practice facilities, and boxed lunch. The bus will leave the hotel at 10:30 am for a noon shotgun start and return to the hotel after the cocktail reception following the completion of the round.
