Practicing self-management can enhance the relationship between the CEO/ED (chief executive) and the board and yield benefits for the entire organization.
Self-management means practicing the relationship behaviors that make oneself and others blossom. It means noticing these behaviors in others, admiring them, and reinforcing their continuance. And it means asking oneself from the very beginning: “What kind of relationship do I want and how do I sustain it?”
It can be a challenge to balance what is human nature with what is needed in a leader. There may be times when the chief executive morphs into other life forms while interacting with others. Making a list of these behavioral pitfalls is a helpful exercise. The chief executive may bark at the board chair who calls in mid-thought with a request or new idea, growl at the staff member who complains about a committee chair’s lack of follow-up, or take on the qualities of a robot while moving through a project or conversation step by step, according to the plan, without regard to the value of new information.
This is also a good time to review, recommit, and practice basic tenets of self-management:
- Stay organized.
- Ask questions.
- Be flexible.
- Seek feedback.
- Build a support network.
- Be your own devil’s advocate.
- Be open and approachable.
- Diffuse anger and conflict.
- Learn how to “read” people.
Read the full article on practicing self-management at BoardSource.