This weekend I am facilitating a board strategy retreat. “Let me be clear, I don’t do strategic planning,” I stressed when I got the call. The Chair assured me they were not looking for a strategic planning expert. Instead, they were looking for someone who is really good at reading and shaping interpersonal dynamics to facilitate an important conversation about growth and help the board align around a decision. With that proviso in place, I agreed to support them.
This request got me thinking more deeply about where and how psychology collides with governance. In the same way organizations have embraced and applied behavioural science to support strategic and business goals, it is perhaps time we applied this expertise in the boardroom. The idea of bringing a business psychologist, or another professional skilled in interpersonal and group dynamics, into a governance context does not originate with me. Over the past few years I have had a number of people suggest the work I do is badly needed in our boardrooms. I see at least three key reasons for this.
There was a time when boards were secret societies operating behind closed doors. Those days are long gone. It is time boards gave serious and strategic consideration to the ways and means at their disposal for accelerating and maximizing their own effectiveness. All this to say, it may be time for you to invite a psychologist into your boardroom.
A version of this blog was first published on Troy Media.