Gardner, H., & Peterson, R. (2019, September). Back channels in the boardroom: How to
prevent side conversations between directors from blocking progress. Harvard
Business Review, 97(5), 106.
Side conversations can serve important roles in once a board meeting has ended; however, few studies have researched them and considered appropriate ways to use them. Side conversations can negatively impact not only the board, but anyone affiliated with the organization if not properly managed. Incomplete information can be shared, intentionally or unintentionally, which can put people in bad positions. Recency bias, prioritizing what was heard in the most recent conversation, and the anchoring effect, the first to speak can disproportionately lead the conversation, play a role in contributing to already complex management issues. Additionally, board members can feel left out, affronted, if they are not privy to these conversations; women and newcomers to the board are often most affected. Introduction to individual members, their roles, and the role of various committees can help build constructive relationships between newcomers and the existing board, especially when their specific skills are highlighted. Another way to mitigate potential side disruption is to clearly articulate processes for engagement on the board, and regularly revisiting them. Boards should also prioritize building relationships between members outside of regular meetings; creating time to form trust will help official business to be conducted well. When side conversations do happen griping should be minimized and redirected, the content of side conversations should be shared among members to build inclusive processes and the reason for them transparent, and keeping track of the content of these conversations is necessary in order to keep track of your own thinking to see what changes after conversations. Finally, to reach shared understanding boards should begin meetings to create common ground by ensuring everyone is up to speed on information to be discussed and those with expertise are encouraged to share their perspective with context lacking jargon, especially if they are quieter.
Experience and gender differences abound in any workplace environment, and this article crystalized ways leaders can approach side conversations to create information inclusion and efficiency. As someone leading disparate team members with little opportunity for full-team conversations, this article presented some helpful strategies to ensure no one is left in the dark.
LO3: address complex challenges by collaboratively leading teams across disciplines, distances, and sectors.
LO5: critically analyze messages.
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