Trust must be earned, and it can be easily lost, especially between a CEO and the company’s board of directors. As the face of the company, the CEO’s performance can make or break its success, and board members usually closely monitor the chief executive’s behavior. Poor performance can create distrust and wariness among board members, as they must rely on the CEO to make the best decisions for the company.
Whether you’re a CEO or you’re coaching executive clients, there are solid strategies for surviving and recovering from this situation. Here, 13 Forbes Coaches Council members share the best advice they have for CEOs who find themselves in a similar position. See their tips to learn how to weather the storm and come out of it stronger.
Forbes Coaches Council members discuss ways for CEOs to recover and survive when the board lacks confidence in them.
Photos courtesy of the individual members.1. Own Up To Your Performance
One of the jobs of a CEO is to instill confidence in the board and all stakeholders, so the CEO needs to regain the trust of the board members. The best way to do this is to evaluate the situation head-on, admit to mistakes or a lack of results and then propose specific plans for addressing both. This way, board members can regain confidence in the CEO and trust that this is the best person to push the company forward. - Rick Itzkowich, Vistage Worldwide, Inc.
2. Get Clear On Board Politics
“Lack of confidence” is an ambiguous excuse. Before you do anything, get clarity about board politics. Reach out to a trusted board member to get a sense of the political temperature and the real reason why they believe there is a performance issue. Analyze the feedback and plan next steps to deliver beyond expectations while also increasing your communication with all board members and stakeholders. - Jon Michail, Image Group International
3. Sincerely Engage With The Board
Most people don’t like change. When dealing with unhappy board members and stakeholders, take the time to sincerely engage with them. Be receptive and open-minded as you explore their issues with you and your vision. Communicate your “why” and seek ways to collaborate without abandoning the ultimate goal of helping the organization evolve. You’re not there to be liked; you’re there to make a meaningful difference. - D Ivan Young, Dr. D Ivan Young
4. Double Down On Those Relationships
When others lack confidence in you, it’s time to double down on those relationships. Our instincts push us away from people who might not be happy with us, but it’s exactly the time when we need to increase our exposure to them and seek to rebuild trust and understanding. Others may resist—after all, they feel uncomfortable as well—but you can only control what you do. Persist. - Darcy Eikenberg, Red Cape Revolution
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5. Share And Listen
Be brave enough to share and vulnerable enough to listen. Trust is key to a CEO’s successful relationship with their board. The lack of confidence comes from a gap in information sharing, which could be caused by the CEO or the board. The CEO can raise their reputation by asking bold questions, setting realistic expectations, sharing challenges and exploring ideas with their board. - Candice Gottlieb-Clark, Dynamic Team Solutions
6. Acknowledge The Board’s Concerns
When faced with criticism, a natural reaction is to defend, excuse or rebuke the critic, but that’s the exact opposite of how the CEO should react. It’s important to remain open, curious and willing to listen, even if the CEO disagrees with what is being said. Let the board members fully air their grievances. Acknowledge their concerns. Genuinely consider what they offer and derive ways to improve from their feedback. - Cheryl Czach, Cheryl Czach Coaching and Consulting, LLC
7. Seek To Understand First
Do not assume a defensive position; instead, ask for clarification down to the smallest level of detail. When you think you truly understand the source of dissatisfaction, invite the board to engage in an action-oriented conversation that will aim to generate solutions in a collaborative manner. That surely will be welcomed and appreciated. - Agata Dulnik, Ph.D.
8. Lean In Fully And With Curiosity
Lean in fully and with curiosity and leverage the board’s individual and collective perspectives; listen, learn and be bold. Is the loss of trust centered around business acumen and knowledge, relationships or leadership? Assess the issues, address them and deliver a way forward. As CEO, you own the now and the future. Leaders find a way forward! - Jodie Charlop, Exceleration Partners
9. Reset And Reboot
As with all feedback, you can take it or leave it. If you’re hearing the same thing from multiple sources, it’s worth looking at. Get clear about your stakeholders’ specific dissatisfaction or lack of confidence. What do you need to do? And who do you need to be to do so? Acknowledge that you may feel a hit to your confidence and focus on a better vision of the future. - Susan Sadler, Sadler Communications LLC
10. Don’t Take It Personally
If profits are down, don’t take the criticism personally; listen to what the board members are saying. Weed out the harsh comments from the constructive criticism and find ways to enhance performance and bring the board members better results next quarter. - Barbara Adams, CareerPro Global, Inc.
11. Understand Their Expectations And Success Metrics
Don’t avoid this. Deal with it. Talk to the board and ensure that you understand their expectations and how they will measure your success, then act. Confidence has been lost; it needs to be regained. Quickly build a plan to address the concerns. Communicate this plan to the board and relentlessly execute it. Get help, if needed, regularly communicate progress and don’t hide challenges. - Christian Muntean, Vantage Consulting
12. Decipher Fact From Fiction And Reflect
People don’t often voice their true thoughts and feelings to the CEO. In an instance where they do, it would be a wise move to listen to them. Decipher fact from fiction in what they’re saying, understanding that perception is reality. Use this information to fuel your own personal reflection and look for the areas where you can grow. - Jon Dwoskin, The Jon Dwoskin Experience
13. Recalibrate
This is a time to listen and realign with expectations. Meet one-on-one with each of the board members to understand their concerns. Keep digging until you are clear on the root issues: What is the real concern here? Express concern and confidence in these meetings; become an ally in understanding the issues. They may not be right, but they need to be heard. - Kathleen Woodhouse, Nova Leadership
