In the autumn of 2000 we worked with a board team we have supported since they came together in 1997.
The work arose from a series of one to one meetings with the directors, from which a number of themes emerged which we felt we should share with the MD, not least strong indications of fragmentation within the business.

When we met with the MD he acknowledged the issues but painted a very positive picture of the current situation. Not wishing to contradict him we were, however, able to highlight issues which still needed to be addressed.
We then suggested that we might usefully help by checking out his evaluation with the directors, both directly and indirectly.
Following a series of one to one meetings with the directors, we compiled a report based on our analysis of these discussions and found support for the MD’s upbeat assessment at a surface level. However, we identified issues which required further attention at a more detailed level, if that surface satisfaction were to become solid evidence of progress.
In particular we were able to highlight, in a graphical form, higher level strengths (such as the MD’s vision) and gaps at a more practical level (lack of a full understanding of the vision and it’s practical implications at director and senior manager level). We also presented a systems model illustrating a vicious circle developing in the relationship between the board and their senior managers.
We contrasted this with a virtuous circle that could, if applied, enhance that working relationship.
This report was well received, it gave clear guidance as to where the board should focus their attention. The information is now in the hands of the regional board. They will take the required action. We will get involved again as and when the MD feels that we can add something extra to the process.