Maria welcomes the esteemed Murray Steele, a seasoned expert with over 30 years of experience as a non-executive director and chair of various boards. Murray shares his insights on the complexities of board dynamics, particularly the role of conflict in fostering productive discussions. He emphasizes the importance of non-executive directors in challenging executive mindsets and stimulating necessary debates, especially during crises. Throughout the conversation, they explore the delicate balance between generating constructive conflict and maintaining healthy relationships within the boardroom. Murray also discusses the qualities that make an effective non-executive director and the significance of preparation and emotional intelligence in navigating difficult conversations. This episode is a treasure trove of wisdom for anyone interested in board governance and conflict resolution.

KEY TAKEAWAYS

1. Conflict as a Tool for Clarity: Sometimes, generating conflict can be necessary for non-executive directors to challenge executives and bring attention to critical issues, especially in crisis situations. However, it should be approached with caution and not for personal gain.

2. Role of Non-Executive Directors: Non-executive directors are expected to provide oversight and bring diverse perspectives to the board. They should challenge the fixed mindsets of executives and encourage discussions that lead to better decision-making.

3. Judgment and Preparation: Effective non-executive directors must exercise good judgment when initiating difficult conversations. Preparing the ground beforehand by discussing contentious issues with other board members can help mitigate potential conflicts.

4. Constructive Engagement: Maintaining a constructive approach during debates is crucial. Non-executive directors should aim to foster healthy discussions rather than engage in ego-driven arguments, which can lead to a dysfunctional board.

5. Understanding Human Dynamics: Recognizing the emotional triggers and personalities of fellow board members is essential. Building relationships and understanding individual sensitivities can help navigate uncomfortable discussions more effectively.

BEST MOMENTS

1. "Sometimes to get the attention of the relevant people... the only way is to really stir things up in a kind of conflict sense by being provocative." - Murray Steele

2. "It's part of the role of a non-executive... to see things differently." - Murray Steele

3. "A good board has good debate, with robust challenge from the non-execs." - Murray Steele

4. "The only time you get into uncomfortable is when you're in crisis... where people cannot ignore the facts." - Murray Steele

5. "If you can be constructive, the chances of you having a relationship to develop beyond a conflict situation are much higher." - Murray Steele

SOCIAL LINKS

Website: https://mariaarpa.com/

Workplace Consultancy: https://workplacehuddle.com/

Youtube: https://www.youtube.com/@MariaArpaMBE

HOST BIO

Maria founded the Centre for Peaceful Solutions in response to the fatal shooting of a 7 year old in her neighbourhood. She developed a model of conflict resolution for violent crime using her brainchild, the Dialogue Road Map (DRM).

Over 30 years she has mediated everything from threat to life gang disputes to high stakes business deals gone wrong, Maria empowers people to resolve conflict without reliance on experts. So she trains violent prisoners to be facilitators, leaders to be effective communicators, teenagers to be peer mediators and neighbours to be tenant listeners within their respective communities.

This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

Learn More About Us: https://www.centreforpeacefulsolutions.org/