Fostering positive boardroom dynamics is key to enabling effective decision-making and delivering a company’s growth strategy. However, in today’s fast-changing and uncertain world, empathy and active listening have risen to the top of the list of a board director’s must-have attributes.

Most boards tend to have a mix of personalities, some louder than others, and it would be difficult to operate without at least one individual who is good at coming up with fresh ideas and enjoys communicating them with conviction. However, it is possible to have too much personality in the boardroom, and if one or more of the directors are dominating the discussion, and not giving others a chance to reflect, challenge and ask questions, this can lead to entrenched views and block progressive thinking.

Key to success in the modern boardroom is definitely not shouting the loudest. It’s more to do with humility and understanding, which often reveals itself through an individual’s focus on self-development. Most likely to succeed are those who have learned that despite rising to the top of their profession, they can’t rely on past successes, and they must continue to invest in becoming better at what they do—better at listening to stakeholders and taking others’ views into account.

It is clear to me—having spent 15 years as a board advisor in the professional services sector, at an accountancy firm and now at an intellectual property firm—that the most effective boards actively encourage diversity.

Enriching the boardroom

By appointing people of different genders, beliefs and socio-economic backgrounds, the boardroom is enriched and this can bring benefits across the organisation by fostering a more inclusive and respectful culture.

How does this work out in practice? When Fiona McBride, chair of IP firm Withers & Rogers, was appointed to her leadership role four years ago, she was the only female equity partner to have attained this position. The manifesto she presented to the partnership, which she was ultimately elected to deliver, was people-centred. It focused on building positive, long-lasting relationships with clients and enabling staff across the organisation to achieve their potential.

As part of a new firm-wide strategy and vision, a new development programme for all partners and staff was rolled out. The introduction of a people listening programme is paired with taking the time to understand what individuals really want. McBride has introduced transparent practices that give people access to the information they want, when they want it. Stakeholder views are sought regularly to ensure the leadership team remains accountable.

Don’t wait—do it now

Occasions where a senior-level appointment inspires an organisation’s cultural change are not uncommon, but boards don’t have to wait for this to happen to improve their effectiveness.

Every board can make a difference immediately by applying governance best practice. This can be achieved by investing time in really getting to know what stakeholders want and using this to inform the board’s agenda. It is essential to put in place a clear structure for board meetings, with documents shared early enough to allow people to come prepared. It also means chairing meetings efficiently to ensure that every voice is heard when board-level decisions are being made.

Learning to really listen to what people are saying, and sometimes not saying, is a key skill for any existing or aspiring board director. To become an active listener, people can start by repeating what someone has said back to them, to check that they have heard it correctly.

As this becomes easier and they are right most of the time, they can begin to summarise what people have said, and finally, start to listen for what’s not being said too. This approach helps people feel heard. When applied in the boardroom, active listening skills can help leaders to build trust by demonstrating their respect for differing viewpoints and creating space for all personalities to have their say.

Personality assessment

Are personality assessment tools, such as Myers-Briggs, useful in building effective boards? Certainly they can be very effective in helping executives to understand the psychological make-up of the board and to identify which individuals will work well together. It can also help them to adapt their own communications style to encourage and support more reserved, reflective personalities where needed.

However, it’s important not to fall into the trap of stereotyping and remember that these tools provide an indication as to someone’s personality and preferred way of working—however, people can, and do, adapt.

At a time when workplace technologies are advancing quickly, and economic and market-related challenges are all around, diversity and positive boardroom dynamics are necessary. For board directors, learning to listen and focusing on their own self development are good places to start.

Zoe Bailey is a board adviser and chief strategy and operations officer at European IP firm, Withers & Rogers.