Keeping up with the rapid pace of technology and process changes is a challenge for organizations worldwide. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton welcomes Greg DeVore, co-founder and CEO of ScreenSteps for a discussion about creating smoother transitions and stronger team performance. They cover strategies for developing adaptable employees and teams, tools and training that can empower employees to confidently adapt to change, and what happens when employees are given the framework that enables them to effectively enhance their performance and improve their procedures.

Episode Insights Include:

Why do organizations struggle with change? 

• Change is often a people problem. No one likes change.

• The lack of clarity around change creates additional ambiguity and stress.

• Leaders need to be aware of the cognitive load they are putting on people when introducing changes.

How can change be made less scary?

• A one-time lunch-and-learn does not provide enough time to retain new information.

• Employees lose 90% of the information presented to them, so they must be empowered to perform their new jobs after they have forgotten almost everything new.

• Creating a reference guide for change provides the framework that employees need to access new foundational knowledge.

• Empower employees to find the information they need at the moment they need it.

Becoming a Find and Follow organization

• The only way you can make onboarding easier is if you change the way you work.

• Transferring information from one employee to the next is a critical component of organizational success.

• If you are truly seeking consistency and the ability to adapt to change, you don’t actually want employees to learn tasks. You want them to understand the foundational knowledge.

Effectively introducing change

• A really good checklist will beat dozens of years of experience.

• Memorization is not the ultimate goal, empowering employees to access knowledge is.

• Start introducing change by identifying the needed change and the resources that will support it.

• High complexity and high rates of change require a high level of training and resources.

• The goal should be to transfer knowledge to employees in the moment that they need it.

Identifying what employees need to know in order to be successful

• Include the person in charge of training, the person fixing the employees’ mistakes, and the person who answers their questions.

• Consider the employee triggers- tasks that must be performed and questions that must be answered.

• This approach can work for both large and small changes.

• Employees who follow this approach will feel more confident in their responsibilities.

• Effective, established frameworks can support AI in the future of work.

This podcast is powered by FCCS.

Connect with Greg DeVore — Greg DeVore

A company that values and celebrates performance has unlocked the first step to creating a culture that employees resonate with. The transformative power of creating a culture of recognition is a critical component of employee satisfaction and company success. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton is joined by Don Nielsen, Employee Recognition Champion and Senior Strategic Partnerships Manager, Awardco.  Together they explore the power of a strong company culture, the need for employee engagement and recognition, and the importance of intentionally designing a company culture that resonates with employees. Don shares a variety of ideas for getting started with intentional employee recognition and underscores the importance of celebrating employee successes whenever possible.

Episode Insights Include:

What is company culture? 

• Culture means different things to different people.

• Consider the median sentiment across the entire organization.

• What are the happiest people saying about the organization, and what percentage of the organization do they represent?

• Culture is defined by what the least happy people in the organization have to say about it.

• There is culture by default, and culture by design. Intentional culture doesn’t just happen.

• In culture by design, leaders are thinking about the future of the organization.

How is company culture created?

• There is always going to be a culture, but a positive one might need to be redefined.

• A culture that fits within a mission statement and brand is going to have a greater impact.

• There are 3 steps to creating a positive culture that defines the buy-in impact- consider why someone would come to work for you rather than your competitor.

• Employees have to understand the difference that they’re making in the world.

• Define the core competencies your employees are expected to live by.

• Incorporate an attitude of gratitude in the workplace.

Intentionally designing a company culture

• Leaders have to set an example for their teams.

• The trickle-down effect matters- the mid-level managers have to exhibit the same cultural behaviors as the CEO.

• The actions of the leader that most resonate with the employee are the ones that the employee will replicate.

• Leaders have to demonstrate the behaviors that they want to see in their employees, and then reward those behaviors when they see them in action.

• Behaviors that are rewarded are behaviors that are repeated.

Effective recognition ideas 

• Sincerity is the most important aspect of recognition.

• Consider how people are receiving your efforts of gratitude.

• Allow opportunities to see others being recognized.

• Give gratitude yourself to model appropriate recognition efforts.

• Try increasing your recognition efforts by 3x in 3 months.

• Start with whatever employment experience data you have, and increase your efforts from there.

• Ask for feedback and then use that feedback to make improvements.

• Point-based incentive programs can help address the desire for increased wages.

This podcast is powered by FCCS.

Connect with Don Nielsen — Don Nielsen

No matter the team size, a strategic plan, and inspiring vision can go a long way in accelerating a team toward success. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton welcomes Allyson Tjoelker, SVP, Mission and YBS Lending for Capital Farm Credit and winner of the Accelerator of the Year Award. Allyson shares more about her professional journey and her YBS work for Capital. She highlights her tactics for developing a strategic vision from day one, offers strategies for supporting the next generation, and underscores the importance of developing a forward-thinking and collaborative leadership style.

Episode Insights Include:

Developing a strategic vision 

• Assessing the situation at the beginning will help everyone start on the right foot.

• Meet with as many people as possible to understand the team environment and team member’s perspectives on its general health.

• Form an internal advisory group of champions who can advocate and steer the team toward success.

• Ask for input from team members about what might work and what might not work.

• Create an external advisory committee that can brainstorm solutions and provide feedback.

• Lean on your network to gain insights into successful programs.

Strategies for supporting the next generation

• Identify who the target audience is.

• You can’t start too young – support youth in agriculture from an early age.

• Consider the three buckets of initiatives – education, outreach, and financial solutions.

• You will experience greater success when you are willing to share your vision and your resources.

• Marketing to the next generation needs to be intentional and impactful.

• Effective educational conferences highlight both marketing and succession planning.

• Youth educational offerings can engage the next generation from a middle school level.

Executing and meeting goals as a one-person team

• The YBS forum has been key in supporting Allyson’s efforts.

• Empowering others to share their passion can lead to great results.

• Leadership support is a critical component of YBS and next-generation success initiatives.

Overcoming the challenges of being a one-person team

• The desire to grow is not always matched by the manpower, but Allyson hasn’t let that slow her down.

• Finding the balance of excellence within the constraints of a strategic plan is essential to success.

• Consider a bigger perspective when facing challenges and keep moving forward.

• Lean on your bigger network and recognize that you are part of something impactful.

• Look at the strengths of others and then empower them.

Allyson’s leadership advice

• Give yourself grace at every stage of your career.

• Solicit advice from people you admire.

• Listen, listen, listen to others.

• Trust in your leadership style.

• Ask for help where help is needed.

This podcast is powered by FCCS.

Connect with Allyson Tjoelker— Allyson Tjoelker

“In the farm credit system, we’re all in this together.” — Allyson Tjoelker

“We wouldn’t be where we are today if I didn’t have the support from some of the people outside of our association that had been there and done this before.” — Allyson Tjoelker

“You’ve got to cast a wider net in order to get your vision and your resources out there.” — Allyson Tjoelker

“First you have to meet where people are, and then explain how you can help them.” — Allyson Tjoelker

“We have to have that messaging and support from the top consistently.” — Allyson Tjoelker

“Find solutions, be creative, and keep moving forward.” — Allyson Tjoelker

“Ask for help. Nothing of significance is ever accomplished alone.” — Allyson Tjoelker

Human-centered leadership is the antidote to low employee morale, high turnover rates, weak team dynamics, and negative organizational culture. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton sits down with Karin Hurt, Founder and CEO of Let's Grow Leaders and instructor in the Leading Leaders, FCCS Leadership Journey program for a conversation about the four dimensions of collaboration that create connection and clarity in human-centered leadership. She highlights what it means to be on a dream team, strategies for leading a team that you didn’t hand-pick, and the importance of crafting daily habits that keep a team moving forward together.

Episode Insights Include:

Dream (and nightmare) leadership teams

• The best team Karin has ever been a part of was the Strategic Partnership Channel.

• This team was filled with human-centered leaders and it showed in the care that everyone showed for each other.

• Teams like this are filled with people who are aligned by a unifying mission, a shared goal, and trust for each other.

• The worst team Karin was part of was filled with conflicts that were caused by systems problems.

• Teams that are pitted against each other will continue to struggle to accomplish anything.

The four dimensions of collaboration

• Connection- do we know one another as human beings?

• Connection needs to be in place before difficult conversations have to happen.

• Use connecting words when communicating with others.

• Clarity- do we have a shared understanding of success?

• Is your team aligned on the habits that lead to success?

• Curiosity- are we genuinely interested in one another and in different perspectives?

• Commitment- do conversations culminate in accountability?

• Accountability is everyone’s job, not just the boss.

The importance of daily habits

• Detailed, informative directives are far more valuable than generic feedback.

• Daily habits can help improve connections and performance.

• Specific, measurable habits will lead to greater results.

• Daily habits can help align a team and move everyone in the same direction.

• Check for understanding by assigning a number of hours to a task before starting it.

• Communicate an assignment five times in five different ways.

• Restate expectations of the next steps before the meeting is over.

Successful team-building activities

• Start by creating a unified team vision.

• Visualize or draw how you see the team today and what the future could look like.

• Determine what needs to happen to get from where you are to where you need to be.

Advice for leaders who didn’t pick their team

• A team can only be built one person at a time.

• Start with curiosity and connection - let your team see who you are as a human being with thoughts and feelings.

• Create clarity about where your team is headed in the future.

• Empower your team to hold each other accountable, share best practices, and even meet without you.

This podcast is powered by FCCS.

Connect with Karin Hurt — Karin Hurt

Empathy-Based Listening (EBL) is the transformative skill that can elevate your leadership and transform your listening skills. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton is joined by Eric Maddox, speaker at the upcoming FCCS RISK 360 conference in Boston, author, motivational speaker and consultant who is known for the empathy-based listening method that is responsible for the capture of Saddam Hussein. Together they explore EBL, how to really listen to what really matters to clients and colleagues, and how to remove distractions from your conversations.

Episode Insights Include:

Tracking down Saddam Hussein with empathy-based listening

• From interrogations in a tight-knit Iraqi community to gaining the trust of prisoners, EBL was the key to tracking down the world’s most wanted man.

• Prisoner conversations begin at a negative-trust level.

• Eric’s biggest challenge was taking the enemy's trust from a negative level to a positive level.

Effective techniques for building real trust

• Every conversation creates the potential for a relationship.

• Every moment together can become a future partnership.

• Positive partnerships are founded when one person shows interest in the other, not only in themselves.

Transitioning to empathy based listening

• Eric recalls the specific prisoner who helped him realize that he needed to change his approach to listening.

• Partnerships don’t have to be about kindness and friendliness, but they do need to be about understanding.

• EBL can open up an avenue to the highest level of trust regardless of the circumstances.

• When Eric couldn’t get any of his prisoners to cooperate, he only had the option of looking at and changing his own approach.

• The utilization of EBL has taken prisoner cooperation from 4% to 65%.

Applying EBL to business professionals

• Business culture can be improved by empathy-based listening.

• Relationships between lenders and borrowers tend to be imbalanced in favor of the lender.

• The person providing the service has the expertise and knowledge, and tends to focus only on trying to solve their problems.

• Identifying what makes a borrower’s situation unique creates a level of trust that cannot be matched.

• It only takes 3 minutes to ask questions about the other person to build real trust.

Effective listening techniques

• Limit the major distraction of making sure that you know what you are going to stay next.

• The other person needs to know that you’re listening more than they need to hear your value proposition.

• Put the other person first- before your value proposition.

• Shift away from being first to being a more empathetic listener.

• Listen for the key words or phrases that the other person shares with you and wants to hear you repeat back to them- identify those breadcrumbs.

• Get off your own stage and get onto the other person’s stage.

Resolving conflict with EBL

• Establish core goals regardless of trust levels.

• Discover the other person’s concerns by asking what their core goals are.

• Take the first step to get on their side and then meet them in the middle.

Lessons learned from EBL

• With EBL, good is the enemy of great. There is much more work that needs to be done.

• Leadership is about solving problems that we have never faced before.

• Approaching problems happens more effectively with a clean slate.

• Empowering others creates greater opportunities for effective leadership.

This podcast is powered by FCCS.

Connect with Eric Maddox – Eric Maddox

Successful transformations during disruptive change demand a very defined set of behaviors from leaders. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton welcomes Dr. Janet Lapp, Former Professor, Psychologist, registered nurse, author, and speaker at the upcoming RISK 360 Conference for a conversation about the inevitability of change in the workplace, how leaders can embrace change and the importance of creating a vision that inspires your team.

Episode Insights Include:

The importance of planting your feet in mid-air

• Feet that are planted firmly on the ground might suggest an unwillingness to change.

• Staying grounded in mission, purpose and values is essential, but it isn’t all that is needed.

• Leaders need to question everything else from policies, titles, strategies, and old ways of getting things done.

• Effective leaders must be willing to build on shifting ground.

• Stay grounded while also making change where change is needed most.

Finding and implementing the most effective change leadership advice

• Be extra careful when considering any new leadership approach.

• Too many leadership books are based on opinion- look for the facts amidst the opinions.

• Certain workplace elements need to be change-ready before any change experiment is attempted.

• Don’t try to implement change in a chaotic, failing workplace- consider your team and company culture first.

Forward thinking leadership strategies 

• Servant leadership that listens to others and considers their needs before making changes will never go out of style.

• Leadership based on vulnerability is more important than ever before.

• Leaders who can connect with others and are authentic in their efforts can be curious and ask questions.

• A creative and innovative workspace is not possible without vulnerability.

• Leaders need to be willing to admit when they don’t know all of the answers and are willing to ask others and continue learning.

• Effective leaders trust the talents and abilities of the team that they have created.

Transformational leadership versus change leadership

• Change leadership is creating an organization that is capable of changing.

• Transformational leadership means creating a shared vision that can be followed through engagement and involvement.

• A transformation without a solid foundation will only lead to chaos.

• A cultural setting of transformation must be created before any effective change can happen.

Engaging a team in inevitable change

• Leaders can engage people who actively resist change by listening to their concerns.

• People do not resist change, they resist the fear of loss.

• Leaders need to communicate regularly about the things that they know as well as the things they don’t know everything about.

• Leaders need to create a compelling vision of the future that all employees can get on board with.

• If people are having trouble getting on board with change, a stronger vision of the future needs to be created by leaders.

This podcast is powered by FCCS.

Connect with Dr. Janet Lapp – Dr. Janet Lapp

“Effective leaders must be willing to build on shifting ground.” — Dr. Janet Lapp

“Vulnerability is the basic leadership skill that is so needed today.” — Dr. Janet Lapp

“A creative and innovative workspace is not possible without vulnerability.” — Dr. Janet Lapp

“People do not resist change, they resist the fear of loss.” — Dr. Janet Lapp

“Change is not a force to be seized but an opportunity to be grabbed.” — Dr. Janet Lapp

The power of nonverbal communication is not to be underestimated. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton welcomes Pamela Barnum, speaker at the upcoming and the FCCS Learning Conference in Chicago and Former Undercover Police Officer & Federal Prosecuting Attorney, Trust Strategist & Nonverbal Communication Expert for a discussion about the art of persuasion without coercion – a superpower for any effective leader.

Episode Insights Include:

The power of nonverbal communication 

• Nonverbal communication is emotional intelligence on display.

• Nonverbal cues include tone of voice, cadence of speech, and body language.

• Leaders need to give as much attention to nonverbal communication as they do to the perfectly crafted verbal response.

• First impressions are often the most crucial moments of our professional lives.

Nonverbal techniques can establish trust

• People make decisions about others within 1/10th of a second.

• It is essential to show up in a way that demonstrates confidence, empathy, and humility.

• First impressions establish the foundations of confidence and trust.

Identifying sources of leverage in negotiations with DID questions

• Discovery questions ask ‘what’ and offer an overview of a person’s abilities.

• Implementation questions ask ‘how’ and give information that can be leveraged.

• Disclosure questions ask ‘why’ and offer insights into what the other person wants.

• DID questions provide opportunities to fulfill the other person’s wants as well as yours.

Leveraging leadership strengths with priming

• Increasing self-awareness is critically important in overcoming imposter syndrome.

• The exercise of priming empowers leaders by reminding them of previous successes that will prepare them for future success.

• Keep a journal of successes to recall times that you got it right. 

• A leader’s mindset controls their success. 

The importance of improving nonverbal communication

• Leaders often get caught up in doing things the way they’ve always been done instead of using each encounter as a unique opportunity for connection. 

• Active listening is essential – ask intentional questions and listen for the answers. 

• Conversations and connections can be improved with active listening. 

• Effective leaders ask their team what kind of communication serves them best. 

Effective communication in the face of conflict

• Get purposeful about perspective taking – leaders are not separate and apart from their team. 

• Slow down in the face of conflict to de-escalate the heightened tension.  

• Take a break from the conflict if needed. 

• Take time to consider the other perspective. 

Avoiding common communication mistakes 

• Employ the SOME tactics– smile, open, mirroring and eye contact. 

• Remain open through body language and avoid crossing arms. 

• By remaining open, leaders appear more empathetic. 

• Being open is effective and exhibits confidence and vulnerability. 

This podcast is powered by FCCS.

Connect with Pamela Barnum – Pamela Barnum

Where is agriculture headed? What developments will shape the future of the ag industry and which technologies will dominate agriculture? On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton welcomes Mitch Frazier, CEO of AgriNovus and a veteran of both the tech and ag worlds, for a conversation about what lies ahead for agriculture and the trends that will lead ag into the next decade. 

Episode Insights Include:

Key developments in the recent past of ag bioscience

• Over the last decade, and historically, ag has continued to improve. 

• Corn bushels, on average, have increased by two bushels per acre per year. 

• Ag is the only economy in the world that touches every person on the planet.

• Innovations clearly matter in ag because more yield equals feeding more people. 

• From crop protection to self-driving vehicles, innovations are shaping the ag industry in exciting ways. 

• Animal innovations are improving health, performance, and sustainability. 

• This is the only economy that we are all connected to three times a day. 

Advances and changes in the future of food and ag industries

• The tightening global economy will force us to innovate.

• Ag bioscience is going to be at the core of this innovation. 

• AI will play an increased role in both accelerating and accomplishing needful ag bioscience work. 

Characteristics of additional change drivers

• Food security is a key component of national security. 

• Application of digitization and AI operating systems will be critical to future success. 

• Innovation is critical to ensuring that the general population will continue to be fed.

The future of food security

• The pandemic gave us insights into what food insecurity could look like. 

• Future disruption in grocery store shopping is inevitable. 

• Innovation connected to a broader value chain will be a key component of the future. 

• Sustainability will continue to be an increasingly key player. 

Food opportunities in the future

• American farmers are heroes who keep the world fed. 

• Driving value, whether nutritional, economic, or sustainable, is the next chapter of success. 

• The food system is driven by the collective health of the people it serves.

• Healthy, nutritious food is a critical component to the collective health and safety of a country. 

• In the future, food security will be driven more by connectivity than proximity.

Continually driving innovations

• The upcoming generation thinks differently about how to get things good, and that is a great thing. 

• Innovation has to be continually driven by the desire to do good and to do well. 

• Accelerate 2050 approaches the big questions and possibilities of the future of ag tech and farmer-led innovation. 

• The greatest opportunities in food and ag innovation will come when people recognize why the industry exists. 

This podcast is powered by FCCS.

Connect with Mitch Frazier – Mitch Frazier

Change can be uncomfortable and uncertain, but some strategies and techniques can help build resilience and adaptability in the face of unexpected challenges or disruptions. On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton is joined by Nicole Brusewitz, FCCS’ VP of Leadership Development, Learning, and Consulting Services for a discussion about taking an intentional approach to managing change, including pitfalls to avoid and tactics to foster an environment of continuous evolution while prioritizing employee wellbeing and avoiding burnout.

Episode Insights Include:

Navigating the uncertainty of change

• Many of us don’t like change and respond to it differently than we think we will.

• Rather than viewing change as an obstacle to overcome, view it as a catalyst for intentional disruption.

• Embrace change as an opportunity to change habits and consider new possibilities.

• Discomfort can work as a signal that you are ready to face growth.

Strategies for building resilience and adaptability

• Look back and learn from the lessons of the COVID-19 pandemic.

• Resilience is not a muscle that we need to wait to start developing.

• Working on these skills now will help when the time for action arrives.

• First, consider ways to cultivate more adaptive styles of thinking.

• Encourage improvisation and creativity in team meetings.

• Devote time to practicing scenario planning and risk mitigation.

Cultivating a mindset of change agility

• Have a sense of curiosity and openness to new experiences.

• Ask questions to uncover the root of changes to increase a willingness to learn about it.

• Leaders can cultivate this mindset by considering change as a natural rhythm of growth.

• Create a nurturing environment that strikes a balance between stability and chaos.

Embracing the frequent change in technological advances

• Consider technological changes as the unknown wilderness that must be explored.

• Surround yourself with a good group of people who can help guide and share resources.

• Utilize networks and partnerships to avoid the need to be the expert on everything.

• Look for evidence of progress to sustain the needed energy to approach change.

Avoiding change pitfalls

• Burnout can be avoided by remaining aware of the need for change in effective growth.

• Leaders can avoid sabotage by not clinging too tightly to the status quo.

• Leaders must be open to change and willing to set the tone of a positive change culture.

Bright spots as a catalyst in change

• Bright spots highlight what is working rather than all of the things that are going wrong.

• Our brains are trained to focus on what is going wrong, but it doesn’t have to be that way.

• Bright spots move us out of a problem-solving tunnel into an awareness of what is already working.

• Don’t let one thing ruin everything – focus on what is going right.

• Where you keep your focus is where you are going to go.

• Strike a balance between resilience and employee wellbeing and burnout.

• Leaders need to provide a support system of psychological safety in the workplace and model a healthy work-life balance.

This podcast is powered by FCCS.

Connect with Nicole Brusewitz – Nicole Brusewitz

“Rather than viewing change as an obstacle to overcome, view it as a catalyst for intentional disruption.” — Nicole Brusewitz

“Resilience is not a muscle that we need to wait to develop.” — Nicole Brusewitz

“Cultivating a mindset of changeability allows us to embrace change as an opportunity for growth as opposed to a threat to our stability.” — Nicole Brusewitz

“We feel better as employees when we’re able to give our best selves.” — Nicole Brusewitz

“By shifting our perspective on change and reframing discomfort as an opportunity, we are faced with the opportunity for growth and can see change in a new way.” — Nicole Brusewitz

Boards are critical to the success of an organization.  They hold the responsibility of ensuring the sustainability and shaping the future of the company beyond the tenure of any one employee.  On this episode of The Forward Thinking Podcast, FCCS VP of Marketing and Communications Stephanie Barton welcomes FCCS VP of Governance and Board Development Leslie Hilton for a discussion about the key role of the board in successful business and how the board champion can help lead this charge.  She details the role of a board champion, the effectiveness of their efforts, and who is the ideal candidate to become a board champion that can help enhance board trust and ensure future success. 

Episode Insights Include:

The roles of the board in conjunction with the management team 

• The board’s role is to represent the stakeholders in ensuring the long-term sustainability of the business.  

• The board is responsible for the future of the business beyond the currently engaged management team. 

• The board should be engaging with management regularly and in constructive ways. 

• The board brings relevant insight from personal experience to help management and the board make better decisions. 

• The board provides guidance to management about the long-term direction of the organization. 

The importance of the board champion 

• A board champion is a way to embody a concept for boards who are interested in and take responsibility for their own effectiveness.

• A board champion believes that the board plays a key role in the success and sustainability of the business beyond compliance. 

• The board champion could be a director, CEO or other leader who understands why the board needs to take accountability for their performance and effectiveness. 

• A board champion doesn’t fall into the trap of complacency when things are going well. 

• Identifying a board champion doesn’t need to be an assignment or designation, it is a reflection of someone’s commitment to the success of the board. 

The role of a board champion

• A board champion is committed to the continual growth and development of the board’s effectiveness.

• Board effectiveness is a journey, not a destination.

• Board champions understand that investment in the board is as important as investment in a management team.

• Any director can champion the board’s growth and ensure the board has the conditions necessary to do their work as effectively as possible. 

• The board champion embraces a growth mindset to encourage continual growth. 

Becoming a board champion

• Board champions can be self-appointed with the desire to enhance board effectiveness. 

• Board champions are intentional about forward-thinking steps and objectives. 

• Board champions work to gain consensus and build awareness around why the board matters. 

Improving board culture with a board champion

• A culture of trust can be improved with the help of a board champion. 

• The board champion encourages conversations that enhance teamwork and trust. 

• Every board member needs to be engaged to take a board to the next level of excellence. 

This podcast is powered by FCCS.

Connect with Leslie Hilton –  Leslie Hilton

“The board’s role is to represent the stakeholders in ensuring the long-term sustainability of the business.” — Leslie Hilton

“A board champion is a way to embody a concept for boards who are interested in and take responsibility for their own effectiveness.” — Leslie Hilton

“Board effectiveness is a journey, not a destination.” — Leslie Hilton

“Board champions understand that investment in the board is as important as investment in a management team.” — Leslie Hilton