Good leaders and therefore boards think strategically, involve, and inspire others and measure their performance. 

This is the last in the current series of articles on the essential elements of good leadership. Good leaders play close attention to calibrating the performance of the team and take positive steps to empower them to fulfil their potential both collectively and individually.

Demonstrable progression toward a goal motivates. Having walked from Kings Lynn to Santiago to Compostela I can say from personal experience that that what keeps one going for the first 100 miles is the shame that would arise from being seen to give up. After that, it is the satisfaction and energy derived by looking back and seeing how far one has gone.

It is just so with achieving goals toward fulfilling an overall ambition. Success breeds success. A great leader builds a performance culture in which all are encouraged to focus on the organisational objectives and processes that directly contribute to that and then record and celebrate the progress. Within that performance culture the leader must ensure also that all are enabled and encouraged to use their initiative, and, within permissible bounds, internal and external constraints are reduced to enhance freedom of action and scope for initiative. When goals are achieved it is critical that these are acknowledged and recognised. 

It is remarkable to observe, as we do in reviews, the contrasting impacts that poor performance and high performance can have on the motivation of the board itself, the former breeding a sense of disengagement and lack of resolve and the latter generating energy, commitment and focus. Setting goals, agreeing performance outcomes and striving to fulfil them can re-establish motivation and energy. 

So much of a board’s attention in an ever more regulated environment tends to be focused on oversight and compliance. We observe this to be a constant cause for frustration. We also recognise it is challenging balance for boards to strike between proactive encouragement and liberalisation of initiative and implementing the necessary checks and balances. So, it is probably not a bad idea for a board periodically to measure its own performance and recalibrate the balance where necessary.

How do you rate your board?

We hope you have enjoyed reading this short series of articles that explore the essential elements of good leadership. It is important that boards continue to evolve, in terms of composition, governance, rationale, and output, to ensure that they reflect the evolving social and corporate context. Performance reviews should be an opportunity for boards to review and challenge their alignment, fostering a culture within which effective behaviours prevail. Our work aims to contribute to this ongoing enhancement and promote a culture of continuous improvement. We welcome your thoughts and ideas on what other topics or areas of leadership you would like to hear about.