Creating a High Performance Board

- a new perspective

David Sales

New Understanding…

…Higher Performance

The science is movingforward

Bulldozing Some Myths

1. Brainstorming is the best way to create new ideas

2. Procrastination is wrong

3. Multitasking is effective

4. Analytical thinkers are introverts

5. Doing email = productivity

Personality AttributesWithin a Board Team

Two separate things to focus on…

...and the way we think

The way we behave...

ANALYTICALClear thinker

Logical problem solverRational

CONCEPTUALIntuitive about ideasImaginativeVisionary

STRUCTURALPractical ThinkerLikes guidelines

Predictable

EXPRESSIVENESSThe outward display of emotions toward

others and the world at large

FLEXIBLITYWillingness to accommodate the thoughts

and actions of others

ASSERTIVENESSThe degree of energy invested in expressing

thoughts, feelings and beliefsSOCIALIntuitive about peopleSocially awareEmpathetic

The “Social” Brain- Interacting with each

other and the wider organisation

The Social Brain

StatusCertaintyAutonomyRelatednessFairness

Demands of the ‘Social’ Brain

Status

C

Autonomy

Relatedness

Fairness

The Super Computer

StatusCertaintyAutonomyRelatednessFairness

The Organisation The Manager / Leader

Organisations and SCARF

StatusCertaintyAutonomyRelatednessFairness

• Fair pay and rewards• Clear vision• Good work practices• Diversity and inclusion• Consistent performance management

Leaders and SCARF

StatusCertaintyAutonomyRelatednessFairness

• Equality of debate and involvement• Team role and direction• No micro-management• Team (tribal) culture• Fair performance management

Conclusions

Boards need to address the “social brains” of their colleagues and people in

the organisation

“Social” interactions are a huge trigger

Board Members are not neuroscientists, but they need

to know…

• Their approach is everything

• Their verbal & body language is vital

• Their questions are fundamental

• Their personal impact is immense

• Engagement is personal, not just a KPI