In my modest years of performing the company/board secretarial function to a number of governing bodies, I have been in a position to interact with and observe the conduct of governors at different levels in the corporate governance structure, individually and severally. As a member of some governing bodies, I have also experienced participating in decision making and oversight of the management function of an organisation.
From the many things I have learnt and continue to learn, I propose to share my thoughts on some “essentials” of corporate etiquette and leadership.
One’s ability to harness and nurture these aspects would assist to inform how effective they would be at discharging their functions and responsibilities towards the organisation.
For instance, one of the Chairperson’s primary functions in a meeting is to ensure that business is deliberated as exhaustively as possible before a decision is made. This entails that he/she must be able to encourage debate among all members. The fact that human beings are “wired” differently entails that whereas some might need little motivation to express themselves, others may need to be encouraged and deliberately given the floor. The leader must pay attention to the character of the team he/she is leading and seek to achieve a balance in that regard.
To the individual members, my advice is to exercise introspection and self-monitoring. I am aware that modern leadership training encourages awareness of personality, leadership type and characteristics so that one can identify areas of improvement and even “unlearning” in that regard.
By seeing, you are able to identify overt behaviour and body language in your environment. This is a powerful tool for breaking the ice or even determining your approach towards issues.
By listening, you invite empathy and confidence that you are amenable and committed to appreciating the point being articulated in order that you can offer an informed contribution or perspective.
By understanding, you would be demonstrating your desire to be inclusive in your response by taking into consideration what is on the discussion table, such that your agreement or otherwise to an issue will be seen to be objective and devoid of irrelevant considerations such as emotions or subjectivity.
The golden rule of ethical behaviour is to treat others as you would like to be treated. I am of the firm belief that this principle is the basis of interaction among actors in corporate governance and that in seeing, listening and understanding, a progressive and conducive environment for governance and organisational success is created.
I am certain that colleagues have different experiences on this topic and how it has impacted them and I would be delighted to hear them as we continue to share with one another.
Thank you.
