Facing critical decisions with your board members. How can you ensure effective communication under pressure?

It is important to be transparent even when the news aren’t good in which case offering a plan to get back in track is important while soliciting strategic advise from your board members.

In my experience, the best way to allay my nerves is to be and feel well-prepared. While the board presentation itself may be fairly high-level, my notes are always very detailed. I may not even refer to my notes, but knowing I have them helps me remain calm under pressure. I try to anticipate possible questions or concerns and am prepared to first listen intently without forming an immediate response and then address their question to the best of my abilities and knowledge. While I'm expected to be a subject matter expert, I'm also not afraid to say when I don't have a complete answer, will need to investigate, and will get back to them. As long as I was well-prepared and could address most questions, I've never had that be a concern.

When communicating with board members in high-pressure situations, it's essential to be clear and concise while listening actively. You can start by focusing on the points and avoiding technical terms. Using visuals to explain data can help everyone grasp the information better. Stay composed and honest about any challenges or potential issues. Encourage discussion by welcoming questions and feedback to ensure everyone's voice is heard. Wrap up meetings by summarising what was discussed and the decisions made to confirm everyone is on the same page. Regular follow-up emails can help reinforce details and keep everyone on track with tasks and deadlines.

The board need to be prepared for being comfortable with being uncomfortable. Acknowledge everyone has a say. Split up the complex problem/decision into the model by Gino Wickman - from EOS - the model talks of Identify, Discuss or Solve (or IDS). Take time for all parties to slow down jumping into solution mode, go back, and align on identification. Give everyone freedom to discuss. Then you will find the resolve will be agreed by most of not all.

Being proactive is critical to navigate tricky situations. When you prepare early you are more in control and have more ability to steer towards outcomes that contribute to success. One important piece of preparing early is the ability to think about possibilities and solutions in advance. When you enter the boardroom, you will be well prepared to answer what-if questions and also explore the risk factors that may derail your progress.

Solid prep for clear communication: Effective communication, especially in high-pressure situations, relies on thorough preparation. Before important meetings, ensure you grasp the topics, potential implications, and anticipate questions. This fosters trust and credibility with your audience. Preparation for diverse perspectives: Early preparation allows you to consider different viewpoints and integrate them into your communication, making discussions more inclusive.

Ich bereite mich bestmöglich vor: - Klarheit und Prägnanz Eine strukturierte Agenda und zielorientierte Diskussion ist sehr viel Wert - Transparenz und Offenheit Eine ehrliche Kommunikation, gestützt mit Daten und Fakten sind sehr hilfreich - Aktives Zuhören Gegenseitiger Respekt genau wie eine kurze Zusammenfassung des gesagten mit einholen von Feedback sind unabdingbar - Emotionale Intelligenz Unter Druck ruhig und besonnen bleiben, genau wie Empathie und Verständnis zeigen - Entscheidungsfindung Priorisieren der wichtigsten Entscheidungen und Themen, allenfalls einen Konsens suchen falls keine Einigkeit erzielt werden kann - Nachbereitung und Umsetzung Klar, detailliertes Protokoll ein muss

Stay focused on key points: Keep your communication direct and relevant to avoid confusion or misunderstandings. Use examples in your conversation for batter understanding.

A clear story and a focus on the important keywords, even if critical questions and comments are asked. The participants should not be focussed on the written words, but rather listen to you. Deadlocked discussions that are based on missing information, for example, should be clarified afterwards. Don't dwell on it. Focus on discussions that take you and the topic forward

Em momentos de discussão acalorada, é tentador desviar o foco do problema principal. É natural que as pessoas envolvidas sigam esse caminho, mas cabe ao líder da resolução do problema trazer todos de volta ao objetivo central. Liderança eficaz é sobre garantir que a equipe mantenha o foco, usando todos os meios necessários para isso. As melhores reuniões de resolução são objetivas, centradas no problema e acompanhadas de um plano de ação claro até a solução ser alcançada.

Keeping Focused requires me to stick to the agenda and ensuring the discussion stays on track and avoiding deviating into unrelated topics. Prioritising Key Points and highlighting the most critical information first, and ensuring that essential details are communicated effectively. Lastly and perhaps the most important, is time Management, Allocating specific time slots for each agenda item to keep the meeting efficient and productive is an important task.

Active listening is as crucial as speaking for effective communication. Modern companies show that innovative leadership hinges on truly hearing and understanding colleagues. Active listening means fully concentrating on what is said, acknowledging points made, clarifying when necessary, and responding thoughtfully. This shows respect for colleagues' opinions and can uncover critical concerns or ideas. Creating a collaborative atmosphere where every voice is valued fosters innovation and trust. By integrating active listening, leaders enhance decision-making, team cohesion, and overall organizational success.

Only those who actively listen can first understand; ask the right questions when necessary; then prepare the basis for the decision within an appropriate time frame and obtain the necessary information; and then commit to a decision. When there are several people who decide together, let everyone speak, listen and try to understand. Even if you don't have the same opinion, always try to understand the other person, which is usually only possible through active listening.

Active listening is great because it allows time to be utilized more efficiently. When we are actively listening to each other, we can avoid explaining ourselves over and over again and we can avoid misunderstandings that can have devastating consequences.

My main points here, apart from really listening, are - undivided attention - eye contact and open body language - Empathetic listening and taking the other perspective - Paraphrasing and reflecting - Asking questions and requesting further details and the most important one: suspend judgement and avoid interrupting the speaker or formulating counter-arguments while they are still speaking

There are elements that I utilise to help me be more effective with my board. 1. Showing engagement and maintaining eye contact, nodding in agreement, and using affirming gestures to show that I am listening. 2. Paraphrasing, Summarising and Repeat back key points to ensure understanding and show that I value their input. 3. I try and avoid Interruptions and I tend to let board members finish their thoughts before responding, which for me I feel it’s also demonstrating respect for their contributions.

Cultivate emotional intelligence. Recognize and regulate your own emotions, as well as those of other board members. Maintain a professional and productive environment. If tensions rise, consider strategies like taking a short break or reminding everyone of common goals. By keeping emotions in check, you ensure rational, logical decision-making—the key to organizational success.

The primary purpose of the whole process is to make the most beneficial decisions for the company, and anything else should be considered. Checking yourself to identify emotions that can alter your performance, acknowledge them, and understand their reason is vital to keeping on track and getting the best results under any circumstances.

Before controlling a situation, it is essential to control yourself and those involved. Demonstrating confidence and leadership is crucial for maintaining emotional control and preventing others from becoming unsettled. An effective approach is to segment the situation, creating focused groups for specific aspects with autonomy. This allows for more efficient management and avoids involving everyone in the global problem. Divide the team so that each member can act according to their strengths in specific areas.

Emotional intelligence is vital. Modern companies show that effective leadership involves recognizing and managing both your emotions and those of others to maintain a professional environment. When tensions rise, using de-escalation strategies, such as taking breaks or reminding the team of shared goals, is essential. Keeping emotions in check ensures rational decision-making. Prioritizing emotional intelligence fosters a collaborative, supportive atmosphere, enhancing team cohesion and overall success. This approach drives innovation and maintains a competitive edge in today’s dynamic business landscape.

Be clear, simple, and objective. Describe the situation as it is without using sophisticated words. Another crucial factor is not to omit any data. The absence of information is worse than “bad” information. For the team to make informed decisions in a critical situation, everyone must know the reality. Often, in an attempt to avoid delivering bad news, we can lead a company to make catastrophic decisions. Lastly, ensure that the understanding of the group aligns with yours.

Don’t be scared to be blunt and speak in laymen’s terms, there can then be no question on what exactly you have said, going around the houses and not being direct only confuses the situation, some may not know what’s said and need it clarifying which is not ideal, be blunt,direct, open and honest then there can be absolutely no confusion

Clear communication is crucial in the fast-paced business world. Modern companies show that effective leadership involves using simple, concise language to ensure everyone understands the message, regardless of their expertise. Under pressure, messages can easily become confused, so breaking down complex issues and verifying understanding is essential. Clear communication reduces confusion and speeds decision-making, driving innovation and maintaining a competitive edge. Continuous improvement in communication skills fosters a culture of understanding and efficiency that benefits the entire organization. But like any other skill, these skills need to be trained.

acknowledge their concerns, addressing them head-on with transparency. This open dialogue fosters trust, allowing to brainstorm collaboratively. explore each option, weighing its pros and cons, and ultimately arriving at a solution together.

Dans mon expérience, la clarté et l’honnêteté sont deux éléments essentiels. Si l’honnêteté implique automatiquement de la clarté, l’inverse n’est pas toujours vrai. Être honnête permet de construire une communication transparente et de gagner la confiance des membres du conseil. De plus, une communication claire, combinée à l’honnêteté, assure que tous les membres du conseil comprennent les enjeux et peuvent prendre des décisions éclairées.

Empieza con el resultado esperado y,después la explicación. Me ha pasado que empiezo con la explicación y no falta un hiperactivo que interrumpe o pregunta saltándose a la conclusión, lo que te resta credibilidad como expositor.

Clear and simple language is the best way to go. Try to avoid loaded statements whether they be negative or positive. During discussions try to remain as neutral as possible.

It is essential to communicate clearly and, above all, objectively, leaving feelings out of the equation. Do not insult the other person or the members or put them in a bad light. Suggest solutions and don't keep harping on about problems, let alone why they have arisen or who was responsible for them. You can always reach your goal faster with solutions than with problems (because they have already happened and we can't travel back in time to make them unhappen).

If each individuals input wasn't valuable, they probably wouldn't be on the board. Why bring a group of intelligent and experienced individuals together only to not utilize their feedback? Feedback should be welcomed and valued by all board members, and provided by all board members.

Plutôt que d’encourager les commentaires, il faut considérer cela comme un élément acquis pour toute personne intégrant un conseil d’administration. La participation active et les retours sont des points de base essentiels. La raison d’être d’un conseil d’administration est de partager et de réagir, rassemblant ainsi un panel de personnes aux compétences variées qui contribuent au développement de l’entreprise. Cette dynamique de partage et d’interaction est fondamentale pour l’amélioration continue et le succès collectif.

Encourage open dialogue: Foster an environment where board members feel comfortable sharing their perspectives and insights for a well-rounded discussion.

Vitally important to have started the relationship building early on with the Board. Regular engagement helps to foster a mutual sense of approachability, relatability and trust in judgement. All key foundational factors that help when challenging conversations and situations are required down the road

Verlieren Sie das Ziel nicht aus den Augen. Dazu gehört Disziplin, emotionale Intelligenz und klare Kommunikation den anderen gegenüber. Wertschätzung dem anderen gegenüber auch in schwierigen Phasen eines Meetings aufrecht zu erhalten hat noch nie geschadet!

Focus on Solutions: Keep discussions focused on problem-solving and decision-making rather than getting sidetracked by individual opinions.

Something that leadership teams often forget is that the board is there to help them and the company succeed. Board members are about reporting but they are also there to help the management execute the vision. It is highly encouraged that management and leadership teams ask board for help when stuck. Boards love transparency and a leadership team that is aware of its abilities to deliver. If leadership needs help then boards can unlock various avenues to help the company succeed.

"Störungen haben Vorrang" ist eine wichtige Devise in Prozessen mit mehreren Menschen. Alles, was im Hintergrund schwelt, kann gute Lösungen verhindert. Das vorwurfsfreie Ansprechen von und Nachfragen bei "Störungen" - zynische Bemerkungen, Zeigen von Langeweile u.v.m. können darauf hindeuten - bringt "frische Luft" in den Kommunikationsprozess. Häufig zeigt sich auch ein wichtiges Problem, das übersehen wurde und dessen Aufzeigen erst einen erfolgreichen Abschluss des Prozesses ermöglicht.

'Celebrate' failure. Fear of making the wrong choice, particularly in an organisation axed towards a blame culture, can inadvertently stifle open dialogue and a willingness to consider alternative view points. In an organisation where it is 'ok' to make mistakes is likely to learn and adapt more quickly. Key decision-makers will be more trusting and open to recognise that not every decision will work and seek alternative paths which ultimately achieve desired outcomes.