Good Governance: Why organizations reject expert advice

The antidote to this problem is leadership.

The hand grenade was tossed over the wall in an email.

“We decided we don’t need the consultants,” a board committee chair of a multi-billion-dollar financial institution wrote.

There had been no discussion with the board, senior management or the consultants. Just the unilateral declaration. If allowed to stand, the decree would’ve effectively killed critical deliverables at a pivotal moment in a large-scale governance and leadership turnaround project and triggered a cascade of adverse consequences.

The situation was immediately escalated and mobilized an urgent intervention by the board chair and CEO.


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