LEADERSHIP

McDonald , for example , varies his approach depending on whether he is communicating with We Are Social ’ s global leadership team or the parent board at Plus Company . Broadly speaking , however , what remains integral to every conversation is openness , transparency and respect .

“ Transparency from the CEO sets the tone for communication going forward ,” says McDonald . “ It builds trust and enables the board to best advise , make informed decisions and reinforce good governance .

“ It ’ s down to the CEO to know what information – and how much of it – to share , versus what to keep in confidence . But setting an expectation of transparency , and modelling openness in your own communication , are necessary examples for the rest of the executive team to follow .”

Beyond the boardroom Notwithstanding McDonald ’ s earlier observation with regards to the increased ease of communication thanks to technology , organised interactions between executives and board members can be few and far between .

It ’ s little wonder , then , that some members might choose or be encouraged to meet informally outside of the boardroom .

This practice has the power to strengthen relationships , enhance team spirit and bridge any divides that might be emerging . “ Connecting outside the boardroom builds rapport and trust ,” McDonald goes on . “ Going off-agenda opens up valuable perspectives and experiences that can broaden everyone ’ s thinking , so it ’ s a critical part of the C-suite narrative .”

On the other hand , care must clearly be taken when it comes to matters of sensitivity , as well as ensuring smaller groups and factions do not develop . After all , boards must make decisions as a cohesive unit .

“ It ' s important to listen carefully , even when your views may not fully align , to foster greater mutual understanding and establish collaborative leadership teams of partners rather than overseers ,” concludes McDonald . “ Within We Are Social , our executive leadership team is extremely collaborative in its approach and this helps promote openness and creative problem solving .

“ My role as a leader is to inspire , rather than act as the sole authority , so I have to be able to trust the people around me . Successful governance relies on collaboration , especially in creative services where it ’ s very much a team sport , rather than just about the individual .”

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