Improving the performance of a Board of Directors
Working with Oxford Executive Coaching over 12 months
A Board of Directors was dysfunctional despite comprising of individual high achievers. They did not work collectively or collaboratively, there was a high turnover of Directors and a culture of fear. The Chair and CEO wanted to work well together but did not agree on methods of delivery.
We were asked to turn the Board around, to improve the working relationship between the Chair and CEO and to change the reputation
and culture of the organisation.
We agreed a twelve-month, three-stage programme, starting with a combined coaching session for the Chair and CEO and then three individual coaching sessions for each. This was followed by a cultural audit, which included gathering the opinions of external stakeholders and shadowing Board and public meetings.
We also conducted personality profiling of the team and held three away-days to explore the strategic and interpersonal issues that emerged from the audit, and conducted coaching sessions with two Directors who had recently joined the organisation. As a result, the relationship between the Chair and CEO improved significantly and the turnover of Directors stopped. The team culture changed from one of ‘telling’ to one of ‘listening and coaching’ with staff and stakeholders enjoying a more collaborative and productive relationship.
They continued to deliver, the team
became high-performing and the organisation gained a three-star rating.
"The best team I've ever had"