Having an open mind can bring better results in boardrooms: Barry Gamble

We may though have become less good at the argument which underpins such debate.

This is hardly surprising when we see so many examples on social media, in the press and by politicians of argument expressed mostly in terms of personal attack.

But well functioning boards need, more than ever, to step through this wholly negative construct and foster engaging debate; to learn to disagree nicely.

This requires careful listening, a respect for the opposing view and an atmosphere of constructive challenge to allow insights to fully develop.

Having chaired over a dozen formal debates on issues challenging boards I still find myself surprised by the initially firm views so often held.

Views which after thorough debate become amenable to shades of grey, doubt, introspection or downright contradiction as even long held positions are stress-tested.

Before a recent Boardroom City Debate of the motion, ‘This House believes boards must stop ticking boxes and start taking risks in pursuit of growth’, almost 80 per cent supported the view.

But after an hour and a half’s spirited debate only 40 per cent still did so.

The debate had the effect of revealing multiple facets in the proposal and alternative ideas emerged.

I have seen such a change of view many times, with those participating in debate often surprising themselves as to their capacity to listen and change their mind.

Taking time to explore views and decisions with respectful argument is invariably worth the effort and is a shared experience which connects us.

Of course board business needs to be conducted with efficiency and timeliness but board directors should be prepared, where necessary, to ‘slow the room down’ to ensure thorough scrutiny.

They should be alert to the times when a board decision seems so obvious and there is seemingly no need for it to be debated.

Well how wrong might it be to take such a view?

That could be the very time debate should kick-in.

So as you study the papers for your next board meeting check yourself if you are too readily forming a view.

Approach the board with a more open mind as to alternatives, encourage your fellow board directors to do the same; be ready to argue a counter view.

Lots of respectful listening and healthy debate facilitated by skilful chairing might just spring a result you least expected.

Barry Gamble is an experienced board director and advisor, chairman of Boardroom City Debates, a member of the Institute of Directors Commission "NEDs reimagined" and of the IOD working party to the report ‘The Post Office Scandal, a failure of governance’.