{"version":1,"type":"rich","provider_name":"Libsyn","provider_url":"https:\/\/www.libsyn.com","height":90,"width":600,"title":"The Four Horsemen of the Governance Apocalypse","description":" What happens when governance goes wrong? A set of negative patterns is usually the culprit, with small breakdowns quietly building over time until boards find themselves struggling with trust, clarity, or effectiveness. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Chad Klawetter, Vice President of Board Governance and Development at FCCS, and Barb Wilkinson, Senior Board Governance Consultant at FCCS. Together, they examine the four warning signs that, left unaddressed, can seriously undermine a board\u2019s ability to lead, govern, and create value.   Episode Insights Include: Developing the four horsemen Board erosion is rarely a catastrophic event. It happens over time, then all at once. These common threats are among the many that board members have to keep track of. Board members need to ask themselves if they see signs of these 4 horsemen, and what they can do about it. These four horsemen can be a starting point for frequent conversations about improvement.   Horsemen number 1 \u201cThe board lacks a constructive partnership with the CEO.\u201d A healthy board partnership is built on trust. It is obvious both in and outside the boardroom what each person\u2019s role is and how to work together. Great alignment is a key sign of a healthy relationship. Frequent surprises indicate a partnership breakdown. Oversight needs to be balanced with support. Knowing whose role is what is critical. CEO evaluations can be an effective way to check in on roles.   Horsemen number 2 \u201cThe board cedes committee control to the staff.\u201d Staff should be part of committee decisions. If staff start to dominate board meetings, board work can\u2019t be done effectively. Excessively long board meetings indicate that governance work isn\u2019t being done at the appropriate level. Committees are for boards, not for staff. Boards can reclaim committee meetings without alienating staff by resetting the committee charter.   Horseman number 3 \u201cThe board doesn\u2019t follow a regular practice of self-evaluation.\u201d Not everyone seeks out constructive feedback, and many resist it. Consider what feedback is needed. Anonymous feedback allows members to speak freely about concerns. The board is entrusted to evaluate and manage itself, and needs to exercise maturity and self-awareness to do so effectively. Peer evaluations from other board members can help with better self-evaluations.   Horseman number 4 \u201cThe board doesn\u2019t tell itself the truth about its culture.\u201d Board culture can be defined in a variety of ways, including the norms, expectations, and behaviors of the board. Culture is as powerful as gravity, with massive implications on every aspect of governance. Culture should not be relegated to a soft skill that can be put on the back burner. Board culture can be built in a variety of small and effective ways.   Common blindspots in the boardroom Avoidance of conflict causes problems. Tools can be brought in to support board members. A homogeneous board is not ideal; healthy debate and conflict will produce better results. The idea of a CEO answering to multiple bosses can be awkward, but it is part of board protocol. Healthy debate should be encouraged in the boardroom. Psychological safety is an essential component of productive conversations.   First steps to addressing the horsemen As a board, be honest with yourself about what\u2019s happening. Take five minutes at the end of each board meeting to debrief. Recognize that people have good intentions, but good governance is a process. A horseman can be a powerful, trusted asset to a board.   This podcast is powered by FCCS.   Resources   Connect with Chad Klawetter \u2013 Chad Klawetter   Connect with Barb Wilkinson \u2013 Barb Wilkinson   Get in touch \u2013 info@fccsconsulting.com   \u201cRarely do we see huge, catastrophic things happen on boards. It\u2019s usually something gradual, over time, that leads to a more significant problem.\u201d \u2014 Chad Klawetter   \u201cA healthy board partnership is built on trust.\u201d \u2014 Barb Wilkinson   \u201cCulture is invisible, but also so powerful. Everything else is built upon it.\u201d \u2014 Chad Klawetter   \u201cHaving good intentions is not enough. Having good governance is a process.\u201d \u2014 Chad Klawetter   \u201cIt will always take team effort for the team and the board to keep moving forward.\u201d \u2014 Barb Wilkinson ","author_name":"The Forward Thinking Podcast, Powered by FCCS","author_url":"https:\/\/www.fccsconsulting.com\/podcast","html":"