Imagine you have been approached by the two founders of a young company and their newly appointed Chief Executive. The founders had the original business idea – but they now want the Chief Executive to build and sell the company. They have given you the following brief, so let’s explore how you can tackle this challenge.

“We are at a critical stage in our business. We have 6 people on the board: the founders, the CEO, the Finance Director, the Sales Director and the Operations Director. We are all talented people – but must get our act together to work towards common goals. We are also at different stages in our lives. The two founders want to continue doing some work with the company, but want to cash in within the next 2 years. The other directors have their own agendas. The major shareholders can call the shots, but we want everybody to be on-board. Can you help us to sort-out our agendas and work towards common goals?”

1) You can clarify the individual’s agendas and get their views on the corporate goals.

Great teams work best when everybody can align their personal and professional agendas. Your first job is to get these agendas out into the open. How to make this happen? One approach is to begin by meeting each person individually. Put them at ease and ask questions on the following themes. Start by focusing on the big picture – what they believe should be the corporate goals - then move onto their individual agendas. Start wide – then become more specific. Invite them to complete the sentences after each set of questions.

Corporate Goals

“What do you believe are the organisation’s strengths? Describe the specific activities in which you believe it can – or does – deliver As, rather than Bs or Cs.”

The specific activities in which I believe the
organisation can - or does - deliver As are:

*

*

*

“Looking at the potential picture of success, what do you believe the organisation: a) Can achieve; b) Maybe can achieve; c) Probably can’t achieve?”

Can achieve. The things I believe
the organisation can achieve are:

*

*

*

Maybe can achieve. The things I believe
the organisation maybe can achieve are:

*

*

*

Probably can’t achieve. The things I believe
the organisation probably can’t achieve are:

*

*

*

“Bearing in mind the answers you have given about its strengths and what it can achieve, what do you therefore believe the organisation should aim to achieve? What do you believe should be its goals – the picture of success?”

Corporate goals. I therefore believe
the organisation’s goals should be:

*

*

*

“Bearing in mind these goals, let’s focus on the strategies. What do you believe are the three key things the organisation can do to give itself the greatest chance of success?”

I believe the 3 key things we can do to give ourselves
the greatest chance of reaching these goals are:

*

*

*

Individual Goals

“What are the activities in which you personally deliver As, rather than Bs or Cs? Make sure that these activities also give you positive energy.”

The specific activities in which I deliver
As – rather than Bs or Cs - are:

*

*

*

“Bearing these answers in mind, what would you like to contribute to the organisation – and what would be the benefits?”

The contribution I would like to
make to the organisation would be:

*

*

*

The benefits of making this contribution would be:

*

*

*

“Finally, and something more personal, how long would you like to work for the business? What kind of financial package would you like to be able to get from the business?”

The length of time I would like to
work for the business would be:

*

The kind of financial package I would like to
be able to get from the business would be:

*

Everybody has already agreed it is okay to share the information. So put together a paper that outlines: a) The individual’s agendas and preferred contribution to the business: b) The individual’s views on what they believe should be the company’s goals.

Share this with the founders and CEO. They can use the information to begin working on three things. First, the company’s goals. They must recognise the other Directors views but, as the major shareholders, they must make the final call. Second, the individuals’ goals and best contributions to the business. Third, the specific issues where they must find ‘win-wins’ that satisfy both the individuals and the company. The founders and CEO are to then put together a road map for achieving what they believe should be the company’s goals.

2) You can share the agendas and agree on the corporate goals.

Arrange an off-site workshop for the directors. Create a positive atmosphere and encourage people to be open and honest. Explain that you would like each person to share what they outlined in the one-to-one sessions. This aims of the session are:

a) To share the individual goals;

b) To share views on the corporate goals;

c) To build-on what people have in common and agree on the overall corporate goals.

People are to listen and, if appropriate, ask questions for information. Underline that it is about building on the 80% or so that people have in common. Certainly there may be differences. Some of these may be profitable and add to the richness of the company. Some may need to be explored individually outside the session. The aim then will be to find ‘win-wins’.

Facilitate the conversation in an encouraging but strong way. Ensure that everybody gets the chance to speak to the extent that they are comfortable. Keep reminding people of the things they have in common, If a particular topic gets tricky, decide whether: a) It will be productive to explore further or: b) It may be more appropriate for people return to it when they have had a chance to reflect. Continue this part of the workshop until everybody has explained their individual goals and view of the company’s goals. If appropriate, you can then summarise the conversation by repeating what people have in common and where there may be differences. For example:

Similarities. The areas where people
have things in common are:

*

*

*

The specific things we can do to build-on
these things we have in common are:

*

*

*

Differences. The areas where
there may be differences are:

*

*

*

The specific things we can do to find
solutions to each of these differences are:

*

*

*

Move onto the next stage. Invite the major shareholders to present the potential road map for achieving the company’s goals. Explain that, while everybody’s views have been taken into account, the major shareholders must make the final call. People will, of course, have the chance to discuss the plan and add other suggestions. Hand-over to the major shareholders. They are to give an overview of the road map to the suggested corporate goals.

How might this kind of session work out? Normally there is a positive atmosphere and, though there may be tricky moments, it often results in a good discussion. People become thoughtful, explore ideas and begin to settle on the way forward. The key decision-makers then wrap-up the session by saying they will take on-board people’s input and, if appropriate, meet with them individually before the next board session. People are then ready to move onto the next stage.

3) You can build-on the similarities, manage the differences & work towards achieving the corporate goals.

You can then move onto the final stage of getting the right foundations. Meet with the major shareholders to explore three areas.

a) To build on the similarities.

Clarify what people have in common. Reiterate these points again and make them the basis for people working together in the leadership team.

b) To find solutions to the differences.

Clarify all the differences. For example: One of the founders may want to leave soon with as much money as possible; another founder may want to return to inventing new products, rather than be part of the business; one of the Directors, who also has shares, may not fit with the company values. Tackle these issues one-by-one. Encourage the key stakeholders involved with each issue – and only those stakeholders – to work together to find ‘win-win’ solutions. Frequently they are able to solve the issues themselves but, if required, you can provide help as a facilitator. (There may obviously be many twists and turns in this part of the process. Providing they are serious, however, many teams are able to find positive solutions.)

You can conclude these first two parts of the discussion with the major shareholders by inviting them to complete the following exercise.

Similarities & Differences: action plan. The specific
things we can therefore do to move forward are:

*

*

*

c) To work towards the common goals.

Invite the major shareholders to revisit the road map towards achieving the corporate goals. Ask them to consider any suggestions that emerged from the board session. They can settle on the final road map and then present this to the board.

This may sound a long process – but it works. I have used it with several boards that wanted to get everybody ‘on the same page’. It’s vital to start by building the right foundations. People can then keep working to hard to achieve their picture of success.