Improving the performance of your executive committee (Codir)
" When a team outgrows individual performance and learns team confidence, excellence becomes a reality."
Joe Paterno
Too often, executive committees (Codirs) operate in a top-down manner, with many members acting as experts and heads of their own silos, themselves accustomed to highly directive leadership. This comes at the expense of collegiality, which ensures good governance and enables intelligent decision-making that the team can embrace. Yet, there are many ways to improve the efficiency of a Codir and find the right balance between directive and participative leadership. This is a prerequisite for engaging the executive team in decision-making and implementation. Indeed, several studies by Google and MIT have shown that a team’s intelligence is not directly linked to the highest individual IQ or the sum of the IQs!
Embrace the complexity of the leadership role
Jeff Bezos has communicated that he expects a six-page memo to be prepared before each Codir, with everyone taking 30 minutes to read it before discussing the content. This demonstrates that a leader’s full engagement in a topic—even for just 30 minutes—is a powerful signal of valuing everyone’s input. Experience in co-development shows that taking the time to present a topic and ask clarifying questions is key before moving on to solutions. Additionally, it allows each executive to justify their participation in two ways: as the head of their business unit and as a member of the leadership team. The Codir leader and HR director (often responsible for these executives’ careers) must support them in embracing this dual role, a concept sometimes called “accomptability,” a somewhat awkward neologism that captures this dual responsibility.
Better structure Codir time
In both informational sessions and decision-making sessions, consider:
Using a RACI matrix to formalize roles: Responsible, Accountable, Consulted, Informed—and optionally RACIS, adding Supported.
Defining roles such as timekeeper, facilitator, “decision pusher,” scribe, “client advocate,” etc. These roles can rotate, helping everyone improve listening, note-taking, and observation skills. The client advocate ensures the client’s perspective is represented for each key topic.
Allowing meetings to be paused if reporting elements or decision-critical information were insufficiently prepared or shared among Codir members. Managing allies is essential and is achieved by involving them in advance preparation.
Verifying at the end of each session that time spent aligns with priorities, possibly appointing a Chief Governance Officer (HR or Organizational Manager).
Nurture the Codir individually and collectively
Through leadership expeditions, 360° assessments, or personality tests, executives need time to reflect on themselves, their posture, and their strategies for success. I have often observed that leaders rarely give themselves this time. Recently, I facilitated a Codir session on “defining together our individual and collective needs to accelerate transformation.” This was a huge success, as it was the first time participants considered both individual and collective dimensions within a structured framework (time, budget, objectives) set by the CEO and HR. Regularly sharing individual and collective achievements is also highly effective for reinforcing positive behaviors and providing actionable advice.
Governance
If you opt for a large Codir (more than 10–12 members), small-group work is generally more agile and effective. Large groups tend to lose time and favor extroverted personalities or operational leaders from high-revenue or large territories. Conversely, small subcommittees of 3–5 members allow everyone to speak, listen, and share experiences (e.g., world café). Regularly reviewing governance, including committee structures (strategy, operations, geography), ensures smoother alignment across decisions.
Communicate effectively and with kindness
Extraverts often dominate discussions. Training the Codir in nonviolent communication (NVC), storytelling, and constructive confrontation—while incorporating kindness—can increase effectiveness. Sharing three real priorities using OKRs or other tools is crucial to understanding everyone’s priorities, including the leader’s.
Regularly review Codir performance
Review past successes, failures, and team resilience. Tracking the implementation of previous decisions helps assess whether time allocation matches priorities. For example, how many teams discuss customer-centricity externally while it remains a low-priority item in Codir meetings? Often such topics are postponed or removed due to perceived high costs or complexity.
Looking ahead
Applying sociocracy principles can improve efficiency. Meanwhile, integrating personal development into Codir sessions can help leaders understand themselves better, reflect on their managerial posture, and consider their contribution to the collective.
Which two actions will you propose or implement to improve the efficiency of your Codir or the one you belong to?
If you want to discuss this further, send me an email to arrange a meeting.
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