Your board member doubts your executive decisions. Are you prepared to defend your choices?

I think it's important to provide a clear rationale supported by data and show alignment with the company's goals. Communicating the decision-making process, potential risks, and anticipated benefits can help build trust. Acknowledging concerns you receive and actively listening to any feedback demonstrates openness to dialogue and collaboration.

Para defender suas escolhas diante dos membros do conselho, adote uma abordagem estruturada e empática. Comunique claramente os motivos das decisões, alinhados aos objetivos estratégicos da empresa. Apresente dados concretos e evidências robustas, como análises de mercado e projeções financeiras. Demonstre a avaliação e mitigação de riscos, com um plano sólido para enfrentá-los. Esteja aberto a feedback construtivo, valorizando as opiniões do conselho e disposição para ajustes. Mantenha consistência em suas mensagens e ações, construindo credibilidade ao fundamentar suas escolhas com princípios sólidos e alinhados à missão, visão e valores. Essa abordagem promove colaboração e confiança mútua, fortalecendo o sucesso coletivo da organização.

Absolutely. When a board member raises questions about my executive choices, I view it as a chance for a constructive discussion that can solidify our strategic direction. To understand their concerns, I actively listen to their points, recognise the value of different perspectives, and provide clear reasoning behind my decisions. By presenting a well-defined rationale backed by data and market knowledge, I aim to build confidence in the path we've chosen. Addressing doubts with respect and openness fosters a collaborative environment where diverse viewpoints contribute to a robust decision-making process, ultimately benefitting the organisation's long-term objectives.

First of all you need to be confident and secure about the impacts and risks of your executive decisions on the business results. Make sure you have strong arguments! Then, the second important step is to find the correct communication with the board: its important to know their styles! Usually the board members are more rational and pragmatic (sometimes reflective) and to guarantee you're speaking the same language, provide information they're willing to see, like statistics, results, use visual models and go straight to the point.

Clear and transparent communication is crucial when defending your decisions. Present your rationale in a structured manner, outlining the thought process and data that led to your decisions. Use visual aids like charts and graphs to make complex information more digestible. I’ve found that providing detailed reports and holding dedicated sessions to explain decisions can greatly reduce misunderstandings and build confidence among board members. Regular updates and open forums for questions also help maintain transparency.

This a game of "Chess" and "GO" combined. To demonstrate your strategic plan walk through it step by step (not verbally but on a Whiteboard) with detailed explanations. It can always be a tough sell when not done right. Industry trends change at a constant pace, we are moving in the direction of "Speed development" with the latest tech. So by demonstrating how your concepts are staying way ahead of competitors and validates your forward positioning takes away major concerns. Risk is part of the game, by illustrating in your presentational report to your superiors they can clearly see the direction you're moving in. And always have a Plan B if you're smart. Long-term success is the name of the game don't lose sight of that ever.

Align your decisions with the overall strategic goals of the organization. Show how your choices support the company’s long-term vision and objectives. Provide examples of how similar decisions have benefited the organization in the past or in other companies within the industry. Drawing from my experience, linking your decisions to the broader strategic plan demonstrates foresight and coherence, which can alleviate doubts and reinforce the strategic direction.

To live, is to risk...when you present new strategies to the board make sure they are cutting-edge concepts and not slot-machine stupidity. Clearly outline your objectives where risk may become a player and how you will deal with that situation "if and when" it arises. You can't make mistakes here always check and re-check again and look again to see if you missed anything in your process. This demonstrates your articulation of the process of your plan and how you manage any critical areas if and when they come up. This turns the skeptics into believers. Never doubt yourself if so you lost. The board won't have any trust in you in the future. Be focused, straight forward and succeed.

Address potential risks associated with your decisions upfront. Outline the steps you have taken to identify, assess, and mitigate these risks. Present contingency plans and safety nets that can be activated if things do not go as planned. In my practice, proactively discussing risk management strategies has helped reassure board members that due diligence has been exercised and that the organization is prepared for various outcomes. This proactive approach to risk management can significantly bolster confidence in your decisions.

Outline how risks associated with the decision have been assessed and mitigated to ensure minimal impact on the company. Them im to find common ground and ensure that the board understands how each decision fits into the broader company strategy.

Use quantitative and qualitative metrics to support your decisions. Present key performance indicators (KPIs) and other relevant data that justify your choices. Explain how these metrics were chosen and why they are important. I have seen that having a robust set of data points and performance indicators can provide concrete evidence to back up your decisions, making it easier for board members to see the logic and potential behind them. Metrics offer an objective foundation for defending your choices.

Learning can be two-fold, both positive and negative. You have to accept the feedback in anything you do whether it is constructive or not. Humility teaches openness in how you pursue your life and eliminates "ego" Never forget that. Never be stiff or rigid in your thought processes, be like bamboo or a calm lake, and be unfettered. Maturity comes with growth when your personal perspectives and insights in business align and how you handle yourself within the company. Your book never ends and should continue to grow with greater foresight and wisdom as a professional.

Show your commitment to continuous learning and improvement. Highlight how feedback from previous decisions has informed your current strategy. Share the lessons learned from past successes and failures and how they have shaped your current approach. From my perspective, demonstrating a willingness to learn and adapt signals to the board that you are not rigid in your thinking and are open to evolving based on new information and experiences. This adaptability can help alleviate concerns and build trust in your leadership.

Any board would trust more a great performer than the average executive. This is normal. HEROES get attention, period. In an organization, what I call the “hero effect” is similar to how brands impact consumers. Our personal brand—i.e. reputation—is the result of how people perceive us at work. The “hero effect” leads people to value us, our work, and our opinion. If something goes wrong, you’ll earn the benefit of the doubt. Lesson learned: Make sure the board notice the good work that you do, remember you, and think well of you because you make them feel good about themselves.

Consider building alliances and gathering support from key stakeholders within the organization before presenting your decisions to the board. Having the backing of influential team members can lend additional credibility to your choices. Additionally, stay informed about industry trends and best practices to ensure your decisions are grounded in the latest knowledge. Finally, maintain a calm and composed demeanor during discussions, even when faced with intense scrutiny. Demonstrating confidence and resilience can positively influence board members' perceptions and help you effectively defend your executive decisions.