Articles

July 2026 Leadership Response

THE LEADERSHIP TRAINING/MENTORING CORNER

In the August 2025 Newsletter, we started a series called “The Leadership/Mentoring Corner” in which we posed a thought-provoking situation for you to think about and put yourself into, asking yourself, “What are your next steps?” 

JULY LEADERSHIP SITUATION

Barry has just accepted a position at a 30-year-old technology industry business. The position he accepted is a newly created position that reports to the Board of Directors and is charged with developing a new corporate culture for the business and implementing a management team concept, something the business has never had before.

Barry has an MBA from a major Ivy League college and has worked in the people and culture space for a large energy industry leader for 10 years.

After polling several Silver Fox Advisors, the following steps and/or actions are being recommended.

What should Barry’s next steps be with the Board?

1.     Barry should ask the Board to provide him with a written, detailed scope of the work its members want him to do, with a time frame outlining specific milestone checkpoints, including when they expect the work to be completed.

2.     Barry should also ask the Board to assign one director he would report directly to; that director would be the only board member from whom he would receive directions and feedback.

3.     Additionally, Barry needs to ask the Board for a budget for which he has sole accountability, the goal being getting the job done.

4.     It would also be a good thing for Barry to request a meeting with the company’s management team and the full Board to have the entire scope of work laid out in detail so that everyone hears the same message at the same time and is on the same page.

5.     Barry needs to ask for an employment contract with the specific engagement assigned included. In addition, there should be an incentive for Barry to complete the assigned engagement ahead of schedule, and employment with the company should be offered after the assignment has been completed. And finally, a cash payment if the Board aborts the project.

What should Barry’s next steps be with the business’ present leadership?

1.     Barry should meet with each member of the present leadership team and ask for their individual support for the project.

2.     Barry should also meet with the entire team after the one-on-one meetings and seek input and feedback. If the project is going to be successful long-term, the present leadership team needs to have total buy-in of the project and also feel as if they had input regarding the final document and that the entire project was not just a top-down cram-down. 

3.     Barry should provide feedback and regular updates to the leadership team.

4.     Barry needs to identify any individual(s) who are not on board with the overall project and try to work to get them on board, or report the issue to the Board.

If you need assistance in becoming a better leader, I recommend you start by contacting Silver Fox Advisors. Silver Fox Advisors are former or present business owners themselves, and they have leadership experience in running a business, and in some cases several businesses, and have dealt with unforeseen and unplanned situations throughout their careers. We encourage you to visit our website at www.silverfox.org to select a Silver Fox Advisor and also to learn more about the Silver Fox Advisors, as well as our great programs and community outreach endeavors.