Businesses often hesitate to invite non-executive directors to join their board, as they find themselves sinking in the quicksand of doubt and uncertainty. This reluctance stems from the murky waters of Ignorance.
At first glance, it might seem ironic to associate entrepreneurs with doubt. After all, they possess the vision and courage—two indispensable entrepreneurial traits—to launch a business. However, once they’ve taken the big leap and the company is operational, subtle changes emerge, especially when considering external support and advice in the form of a non-executive director. The CEO may see the addition of fresh perspectives as a potential threat, sinking deeper into the quicksand of doubt, or what we could call whatifitis.
What if the new non-executive director tries to take control?
What if they give advice that contradicts my vision for the company?
What if they just repeat the skills and expertise we already have on the board?
What if my hold on the company weakens due to their presence?
Numerous other what-ifs may engulf a CEO’s mind, but the core issue remains: whatifitis is a condition that arises from wading in the murky waters of Ignorance.
To escape this quicksand, focus on addressing the root cause while managing the symptoms. Drain the swamp of ignorance, and the doubt will recede.
Let’s confront the four symptoms above by shining a light on the underlying ignorance.
What if the new non-executive director tries to take control?
The truth is, they can’t. Non-executive directors are brought on board with specific roles and objectives determined by you and your executive team. The parameters of their position will be defined and agreed upon before they join the board, establishing clear areas of responsibility.
What if they give advice that contradicts my vision for the company?
A truly arrogant CEO would dismiss well-reasoned and clearly presented arguments. The reason you invited non-executive directors in the first place was to gain fresh and potentially different insights. If they identify opportunities you haven’t considered, their input becomes even more valuable. Perception, experience, and objectivity are inherent in a non-executive director’s DNA. Ignoring such contributions would be a sign of terminal ignorance. You may not adopt every suggestion, but at least they will have opened your eyes to new possibilities.
What if they just repeat the skills and expertise we already have on the board?
Why would they? You’ve chosen them. You wouldn’t lack the strategic foresight to bring on a non-executive director who merely mirrors existing board members. You seek fresh ideas and guidance in unfamiliar areas, as well as a valuable network of connections.
What if my hold on the company weakens due to their presence?
The question itself is a contradiction. A CEO with the foresight and determination to bring in individuals whose expertise can only strengthen the company and elevate its profile and profitability will ultimately secure greater control over the organization.
An ancient Chinese philosopher once wrote:
To know that you do not know is the best. To think you know when you do not is a disease. Recognizing this disease as a disease is to be free of it.
Ancient Chinese philosophers would have made excellent non-executive directors!