Can you navigate conflict in the boardroom?

As a Non-Executive Director (NED), one of the pivotal roles you play is managing conflicts that arise within the organisation. Understanding how to navigate these complex situations is crucial to maintaining harmony and promoting productivity. This article aims to shed light on effective strategies and approaches to handle conflict, ensuring the board functions as a cohesive unit, even during times of disagreement or tension.

Understanding Conflict in the Boardroom

Conflicts in the corporate setting can stem from a multitude of sources, often centred around differences in viewpoints, personality clashes, and misaligned personal ambitions or corporate goals. For instance, disagreements may arise when board members have conflicting opinions about strategic direction, resource allocation, or management performance. Similarly, personality differences can create tension, particularly if certain directors have domineering attitudes or if the board's composition lacks diversity. Unresolved conflicts can profoundly impact an organisation's success; they create an environment of distrust and stagnation, disrupt smooth decision-making processes, and divert attention from strategic priorities to internal disputes. In worst-case scenarios, persistent conflicts can lead to reputational damage and affect stakeholder confidence.

NEDS have certain advantages due to their position in the organisation. 

Non-Executive Directors (NEDs) bring an external perspective to the board, which can facilitate impartiality and objectivity in conflict resolution. They are less likely to be biased by internal politics or personal relationships within the organisation.

• NEDs are often chosen for their wealth of experience across different industries or roles. This diverse experience can provide a broader range of strategies and solutions to conflicts.

• The role of a NED often involves oversight and guidance, which places them in a prime position to mediate disputes or disagreements within the board. They can guide discussions to ensure that they remain productive and respectful.

• Given their high-level strategic role, NEDs can help maintain focus on the organisation's overall objectives during times of conflict. They can steer conversations back to the primary goal, helping to resolve conflicts by refocusing on shared aims rather than individual differences.

• As NEDs are not involved in the day-to-day operations of the company, they can offer a fresh perspective on conflicts. They may identify underlying issues or suggest creative solutions that those more closely involved with the situation might overlook. And this may include bringing in external mediation.

A recent, high-profile example of boardroom conflict was evident in the publicly traded company, Uber Technologies Inc. The company faced a series of scandals in 2017, culminating in the resignation of its CEO, Travis Kalanick. The boardroom was divided, with one faction adamantly supporting Kalanick, while others believed his departure was necessary for the company's future. The conflict escalated to such an extent that it played out in the public eye, causing significant reputational damage and shaking investor confidence. The Uber case underscores the importance of effectively managing conflicts to protect the company's reputation and maintain investor trust.

Mediation techniques for Non-Executive Directors

To mediate conflicts in the boardroom effectively, non-executive directors (NEDs) can employ several proven techniques. 

1. Active Listening: Active listening involves fully focusing on the speaker, understanding their message, acknowledging their viewpoint, and responding thoughtfully. It helps build rapport, understanding, and trust. 

2. Reframing: This technique involves restating negative or contentious points in a positive or neutral way. It helps redirect the focus from personal attacks or heated emotions towards productive discussion.

3. Exploring Alternatives: NEDs can facilitate the exploration of different perspectives and solutions to the conflict at hand. This helps break down resistance and opens up the possibility for compromise. 

4. Consensus Building: This involves collaboratively developing solutions that all parties can agree on. It promotes a sense of shared ownership and commitment to the resolution.

Case Study 1: Microsoft Corporation 

A case in point is the conflict resolution overseen by John W. Thompson, a NED at Microsoft. When Microsoft was undergoing a significant shift in its business strategy, disagreement arose among the board members. Thompson listened to each board member's concerns attentively, reframed contentious points, and encouraged the exploration of alternatives. 

John W. Thompson's approach to conflict resolution within Microsoft's board was characterised by patience, diplomacy and strategic thinking. He initiated individual meetings with board members, engaging in active listening and validating their concerns and perspectives.

Thompson skillfully reframed difficult points into solution-oriented objectives, helping to steer conversations away from personal biases. He encouraged the exploration of various strategies without prejudice and guided the process of collaboratively developing solutions that all board members could endorse. Ultimately, he guided the board to reach a consensus. His effective mediation helped Microsoft smoothly transition its business focus, which resulted in a surge in the company's cloud service profits.

Case Study 2: Ford Motor Company

At Ford Motor Company, NED William Clay Ford Jr. utilised similar mediation techniques when the company faced serious strategic conflicts during the 2008 financial crisis. By actively listening to all parties and reframing their arguments, he was able to shift the focus from personal disagreements to the company's survival and future. He encouraged the board to explore different recovery strategies, and through consensus-building, they agreed to reject the government bailout. This decision ultimately led to Ford's successful recovery and the restoration of its reputation. Whilst this may have seemed counter-intuitive it led to a more robustly sustainable outcome.

Ford Jr.'s approach to conflict resolution was fundamentally grounded in his ability to navigate emotionally charged situations and steer the focus towards the company's long-term interests. His proficiency in active listening played a crucial role in understanding the various perspectives on the board. More importantly, his reframing skills helped to deescalate tensions and realign the board's focus on the core issue - the survival of Ford Motor Company in the face of an unprecedented crisis. Encouraging the exploration of different recovery strategies allowed all members to contribute to the solution, fostering a sense of shared responsibility. This culminated in consensus-building, where they collectively decided to reject the government bailout - a decision that defined Ford's successful emergence from a period of intense turmoil.

Ford Jr.'s strategic conflict resolution approach underscores the significant role NEDs play in steering corporations through periods of crisis, making balanced judgments, and ensuring the long-term interests of the company.

Both these examples underscore the effectiveness of these mediation techniques in navigating boardroom conflicts and guiding the company towards its strategic objectives.

Conclusion

Conflicts within the boardroom are an inevitable aspect of corporate governance, but when managed effectively, they can lead to productive discussions, innovative thinking, and stronger strategic decisions. The role of non-executive directors in mediating these conflicts is crucial, with techniques such as active listening, reframing, exploring alternatives, and consensus building proving effective in resolving disputes. As demonstrated by the cases of Microsoft Corporation and Ford Motor Company, proficient conflict resolution can guide companies through periods of crisis and facilitate strategic shifts, ultimately driving company growth and success.

References

Ford Motor Company case study: This case study was derived from the article titled "Inside the Ford Empire," published in Fortune magazine on November 24, 2008. The article provides an in-depth account of Ford Jr.'s instrumental role as a NED during the 2008 financial crisis, highlighting his conflict resolution skills and strategic decision-making that led to the company's successful recovery.

Microsoft Corporation case study: This case study was derived from an article titled "How John Thompson Became Microsoft's Cloud Whisperer," published in The Wall Street Journal on April 30, 2020. The article offers a comprehensive account of Thompson's role as a NED, particularly his effective mediation during a strategic shift in Microsoft's business model towards cloud services.