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It’s the board’s prerogative to chart a strategic course, oversee the operational ambit, and instill a culture of accountability—morphing it into a cornerstone of organizational governance. It orchestrates the operational rhythm, supervises decision-making, and enforces accountability across the hierarchy.
It can seem like a conflict of interest. One of my favorite organizations, Chick-fil-A, places a high value on organizational leadership as well as chicken sandwiches. Nathan Magnuson is a leadership consultant, coach, trainer and thought leader. Make Money. But can I point out the obvious?
I have never seen a healthy board/organization relationship where board members got too much in the weeds of daily operations. Unhealthy personal interests. Conflicts of interest are always a problem, and most boards have “rules” against them. Boards need to remain focused on the vision. Decision paralysis.
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Everyone will naturally think that the person sleeping with the boss will have the inside scoop on promotions, pay and information, and that undermines trust in leadership, cautions Robert Chestnut, Airbnb’s Chief Ethics Officer. There are also multiple possibilities of potential conflicts of interest that can be hard to resolve.
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