As a kid, I always loved reading and writing. I usually had a book in one hand and a pad of paper and a pen in the other hand. When I got my first typewriter (yes, I am that old), I would spend hours writing stories and binding them in notebooks. I was an introvert and loved spending time in my own head.
So, when I started my business, it was natural that I wanted to write. I started blogging and writing this newsletter. I then aspired to write for high profile publications. In the publishing world, Harvard Business Review is the publication that thought leaders aspire to get into the most.
I started pitching what I thought were my best ideas to HBR in 2021. Inevitably, I would pitch to the editor, wait for weeks to go by, and then follow up to get a firm “no thanks.” This went on for years.
Still, I persisted. I put HBR’s logo on my vision board. I manifested my name in the HBR author byline. The nos kept coming.
I would open the HBR daily alert with mixed feelings about the articles I could have written for them. I started telling myself that I was not good enough to write for them. That I would never get in.
Then, I joined a mastermind with Dorie Clark with thought leaders who had or were in the process of publishing with HBR. I learned so much about the process and met allies who helped me think through my ideas and partner on pieces.
Still, the no’s kept coming.
Then, my friend and ally, Kathryn Landis (I call her the C-suite whisperer), accepted my request to partner on a piece. She is a true HBR legend (pubbed 11 times and counting). We came up with a solid theme about decision making, a subject we both coach and teach, and she taught me her process and coached me through it. She gave me the confidence to feel worthy of HBR.
We got a “yes,” alas.
Success is funny like that. It often comes through our allies. It does not make us weak; it makes us strong to accept help. It feels good to help others. Let others help you. And, it’s more fun to celebrate and share success with others.
So, how do you make decisions when others are meddling? This is what Kathryn and I wrote about for HBR.
The Shift Toward “Operator” Boards
Our article identifies a growing trend where boards act more like operating teams than governing bodies. This shift is often reactive; in high-stakes environments, directors feel a heightened responsibility to ensure stability. Paradoxically, CEOs under intense scrutiny sometimes encourage this overreach to create shared accountability for risky decisions.
We use a fictitious case of “Ellie,” a fintech CEO, who had this collaboration backfire. By inviting board members into executive meetings to spread the risk, Ellie inadvertently eroded her team’s authority. What she intended as a transparency measure was perceived by her Executive Leadership Team (ELT) as a loss of trust, leading to stalled decisions and operational bottlenecks.
A Three-Part Framework for Realigning Roles
To prevent board overreach from turning into organizational dysfunction, we suggest a proactive three-step approach:
1. Diagnose the Root Cause. Instead of fighting the behavior, CEOs must understand the motivation behind it. Most board “meddling” stems from three drivers:
- Lack of Visibility: Directors don’t feel they have an accurate view of risks.
- Role Confusion: Former operators default to “helping” because it is their comfort zone.
- Communication Gaps: Irregular updates leave directors searching for answers in the wrong places.
2. Align the Executive Leadership Team (ELT) First. Before addressing the board, the CEO must restore confidence within their own team. Ambiguity regarding who truly holds decision-making power leads to hesitation. Leaders should:
- Acknowledge the impact of board interference on the team’s morale and speed.
- Clarify decision boundaries by mapping out which choices stay with the ELT and which require board input.
- Make commitments visible to ensure the team feels heard and empowered.
3. Build a Structured Communication System. Boards often dive into details when they lack a “high-altitude” view of strategy and risk. An effective communication rhythm should:
- Filter “Signal” from “Noise”: Only escalate issues with material business or reputational impact.
- Centralize Information Flow: Use a small group of executives to coordinate board updates, preventing fragmented, “many-to-many” communication.
- Maintain a Governance Rhythm: Focus updates on themes and trade-offs rather than a play-by-play of daily operations.
Board overreach is rarely a power grab; it is usually a response to uncertainty. When CEOs provide clear visibility and maintain a disciplined communication structure, they rebuild the trust necessary for directors to step back. By clarifying these boundaries, the board can return to its role as a strategic partner, allowing the leadership team to execute with the speed and autonomy required for modern success.
Read the full original article here.
Your Next Pivot Point
Are you ready to make more inclusive business decisions? The future is inclusive, and you don’t want to be left behind as a future leader. That is why I offer a free allyship training for you and/or your organization by subscribing to our weekly, no-spam newsletter. You can catch new thought leadership in my Allyship in Action podcast interviews, too.