Of Whales and Sharks
Ideas for those who want to make a difference
Richard Gossage
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Copper Bottom ©
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‘Let’s be clear - I didn't become a trusted chairman by trying to please.’
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‘Eagles may soar …’
Copper Bottom ©
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‘…but weasels don’t
get stuck in jet engines’
- Ricky Gervais, The Office
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Who wants to be an NED?
Governance (new in parts)
Risk Function
Risk Management Framework
Prevailing Culture
•
•
•
The Board must ensure that a sound risk
management culture is established and maintained
throughout the institution/group (CPS 220
para 12(b)); and
The Board must monitor culture to meet their
requirement to certify annually that an effect risk
regime is in place and has operated effectively
Australian Regulatory Change - Jan 1st, 2015
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Tip No. 1 - Shoes
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Tip No.2 - The Arc of Mis-Communication
0
Communication
Gap
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CopperBottom
Bottom Mentoring
Mentoring
Tip No.3 - The Art of Personal Influencing
The Model Part 1
+10
Bridging
Push
0
Ù
X
Persuasio
n
Ù
X
Ù
X
Assertion
Pull
+10
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Tip No.3 - The Art of Personal Influencing
The Model Part 2
Lyrics
Music
Danc
e
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Tip No.3 - The Art of Personal Influencing
Where magic (or disaster) happens
Assertion
Bridging
Persuasio
n
10
30
Lyrics
Music
60
Dance
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Tip No.4 - Strategic Influencing
High
Whales
Level of influence
Eel
s
Goldfish
Low
Against you/your argument
For you/your argument
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Tip No.4 - Strategic Influencing
High
Arthur
Jenny
Claire
Zhang
Arjun
Level of influence
Julia
Liu Yang
David
Jill
Steve
Low
Against you/your argument
For you/your argument
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Tip No.4 - Strategic Influencing
High
Arthur
Jenny
Claire
Zhang
Arjun
Level of influence
Julia
Liu Yang
David
Jill
Steve
Low
Against you/your argument
For you/your argument
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Tip No.4 - Strategic Influencing
Arthur Daley – Chair of Risk Committee
Assumptions: Recently appointed as Chair and therefore needs to demonstrate
capability to make transition. Needs to create and sell ‘own agenda’. Likely to put his
own committee members in place – therefore things will change. Small wins, create
momentum, no disasters within first 12 months are core objectives.
Influencing Objectives: I need to move to ‘trusted advisor’ status but critically to be
seen as Company centric not AD centric. Quality of judgment, pro-activeness, and being
seen to do the right thing for Company will define my and Risk’s reputation. Actions and
behaviours rather than words need to drive my thinking
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Tip No.4 - Strategic Influencing
Arthur Daley – Chair of Risk Committee
Influencing Approach:
•
Be proactive – provide insight and analysis unprompted
•
Consult as appropriate, ensure analysis supports better decision making – but be decisive, role
model integrity
•
Consider unintended consequences – invest time thinking in AD’s shoes. Particular focus on
AD’s relationships – who is he influenced by?
•
Get to know AD the person. Use bridging skills to develop an understanding of his values and
beliefs
•
Avoid situations that put you between AD, the Board, and the CEO. Keep personal emotion at
bay, promote transparency
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Is this you?
‘When I was your age, things were exactly the way they are now.’
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To recap…
•
The role of an NED is not easy, and the penalties for getting it wrong are “sobering”. Understand
where they are coming from – walk in their shoes
•
Assume they have maximum intelligence but minimum knowledge
•
Use the Strategic Influencing Tool to work out who are the whales and who are the sharks
using your Bridging skills and Relationship Mapping
•
Develop influencing strategies for the key players – beware of making assumptions with no
supporting information
•
Strategy is one thing but personal influencing is upfront and personal – use the Influencing Model
•
Minimising the Arc of Mis-communication is essential to corporate success
•
If you are going to be remembered for anything make it for sound judgment
•
Make mistakes, not excuses. Transparency
–
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Copper Bottom Mentoring
For further information please contact: Richard Gossage – richardgossage@copperbottomenterprises.com
Copyright: Copper Bottom Enterprises Ltd. All rights reserved. Copper Bottom Advisory and Copper Bottom Mentoring are trading names of
Copper Bottom Enterprises Ltd.
This document is protected under the copyright laws of Australia and the UK, and other countries, as an unpublished work. The document
contains information that is proprietary and confidential to Copper Bottom Enterprises Ltd. It shall not be disclosed or duplicated, used in
whole or in part by the recipient for any purpose other than for the purpose intended. Any other use or disclosure in whole or in part without
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