6 reasons why good directors are like good drivers
Please be aware that this article was written way before COVID-19 and we’ve tried to keep this evergreen. That is, content that lives beyond our current climate of uncertainty and undoubted challenge.
Late last year, before all of this would have been virtual (see above) I was honoured to MC a roadshow for Diligent Corporation, whom you might know from their innovative and world-leading board software tools.
Throughout my keynotes, I made comparisons between good drivers and good directors. And while I found it to be an effective descriptor, I realised that the problem with it is, just as with driving, everyone thinks they’re a good director.
When you consider that according to PriceWaterhouseCooper’s 2019 Annual Corporate Directors Survey, 49% of directors think at least one of their fellow directors should be replaced, there are clearly some directors who think they’re ‘driving’ better than they really are. This inspired me to come back and write the following article that describes the top 6 reasons why good directors are like good drivers. Check it out, and ask yourself – do you think you’re a good driver in the boardroom?
1. They check their blindspots
As anyone who drives will know, checking your blindspots is one of the most important things you can do in your vehicle. It reduces the risk of crashing into other drivers, motorcycles, cyclists and pedestrians. So why would a director need to check their blindspots?
Well, if you’re a director, you’re a driver of another machine – the organisation. And while you might not be the sole driver, your input and opinion will help steer it in the right direction, avoiding the risks that are in front, as well as behind. If your opinions will encourage the board and organisation to change lanes, merge with another company, reversing on a previously-made decision, or turning left and right, then you should check your blindspots.
What can be found outside your normal view and how will that impact your decision-making?
2. They have knowledge, but know when they need more
Good drivers have a healthy knowledge of the road rules and how their vehicles work. But, when they’re driving somewhere new or foreign to them, they will carefully plan in advance, check their new vehicle, slow down and observe any new and different rules. Good drivers know what they know, but they’re not afraid to admit they don’t know everything.
Great directors need to be the same. They can be as knowledgeable and as qualified about a topic as possible, but when they’re in new or unfamiliar territory, they can accept that they just don’t know everything. And better, they’re always open to learning more. The worst person in the room is the one who believes they know it all, or worse, pretends they know it all.
Do you have a learning mindset and are you courageous enough to admit that you don’t always have everything you need?
3. They’re respectful
Good drivers know they need to have a healthy amount of respect for those they share the road with. Everyone driving alongside them has a different story, different stressors and different experiences, and good drivers will keep that in mind before they honk their horn at indiscretions and conflict.
Directors need to be the same and it starts with EQ (Emotional Intelligence) and self-leadership. They’re sharing the board table with a number of other people who have their own lives, beliefs, morals and so on. Any good director knows that when you have a range of different people, whether it’s on the road or around a table, you need to have respect for them all – even in moments of conflict.
What have you learnt about your fellow board directors? What is their story?
4. They’re patient and only change lanes when needed
Who hasn’t sat and waited for a red light for what felt like an obscene amount of time? What about when traffic is moving too slowly? Good driving requires insane levels of patience, and the best drivers are aware that they often just need to just let go and give into the flow of the road. Whether there’s a traffic jam, a crash or an unexpected detour, good drivers know they just need patience to get through it, because they’ll get to where they’re going, eventually. In fact, they will have planned for this, in advance. They will assess the road ahead and only make changes when necessary.
Great directors should be the same. Well planned, patient, prepared and be willing to stay the course and not always jump to route or lane changes, like everyone else. Whatever the unexpected situation, great directors will think quickly but be patient about it – they’re in it for the long run.
Are you making snap decisions during unexpected events? What would help you avoid making the wrong turn?
5. They never take their eyes off the road
The best drivers know they need to keep their eyes on the road, to anticipate the bends and curves, the speed bumps and stop signs, and all other signals they’ll see along the way. They combine looking forward with looking behind for possible risks, and opportunities.
The best directors use their peripherals to keep an eye out on everything happening in their surroundings – front and back – but largely, they need to keep focused on the road without letting their attention drift. They will look to the past for lessons to be learnt but won’t let that distract them from the journey into the future.
How do you keep your mind focused and avoid personal and collective distractions?
6. They have comprehensive insurance!
No one gets into their vehicle and knows they’re going to hit another, or indeed be hit by someone else. It’s impossible to predict events like these, but we are aware that they still do happen. So, it’s important to have the proper insurance in place before you get behind the wheel, just in case. And while some people dislike needing to pay for the “just in case” moments in life, they can and do save much more money than those who are uninsured. Good directors are similar, because they’re willing to spend the essential time and money on insurance, such as Directors & Officers Insurance, that protects both themselves and their board.
What would you do if it all went wrong and you weren’t covered?
There are many different aspects to being a high performance board director who is able to steer meaningful change from the boardroom. Not everyone is as capable as the conscious leader.
Do you think you have what it takes?