How can the Board and the Executive Team work effectively together?

There is much research and many tested models related to what makes for effective teams, including teams at the top – the board the senior executive team. Each of those two groups need to work effectively as their own team and work effectively with the other. This goes beyond collaboration; they need to maintain effective dynamics, a shared purpose, and a deep commitment to their team.

But what happens when these two teams come together to do important shared work?

The playing field here is different and existing models only take us so far. Trust, shared purpose, and healthy dynamics all remain important. But there is a necessary distance here, a sense of distinct identity that must be preserved. Participants deliver value in part by not being overly aligned, by retaining some space between them. Yet at the same time, they must somehow achieve openness, mutual commitment, and the ability to get work done.

WATSON’s board-executive teaming model identifies twelve characteristics that together represent effective board-executive teaming. Our model draws on top team effectiveness models that have been validated in research and consulting environments, and WATSON’s framework for good governance and healthy boardroom dynamics.

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