The Sunday Mail
Dr Grace Muradzikwa
TO me, leadership clout is simply about power and influence; it is a trait that can open doors and move mountains.
As leaders on boards, if your appointment was done transparently — and is deserved — you probably have this influence, which makes an institution want you to be on their board.
But, as we all know, having leadership clout and using it are two different things.
You have been given an opportunity to be an influencer.
So, I always wonder when I hear comments like, “he or she is useless on that board”…“How they made it into that board in the first place, I don’t know”.
Someone surely must have identified some potential value to the institution, which made you a good candidate for that board appointment.
If you are a manager, you probably also have a view of all the members on the board — those you go to, to get things moving and the ones you wish will miss a meeting.
We have official chairpersons of boards, and we have the real little chairpersons who are moving in and out and shaking things behind closed doors. Management finds ways to advance their causes by knowing the influencers on their board.
So, leadership clout is about being recognised as an influencer by making things happen.
Why leadership
clout is important
A leader without leadership clout is naked, because a leader needs a following. And, we get results through others. When you have leadership clout, you are listened to, you are invited to speak, and when you start speaking, people listen. If it is in a board meeting, management knows they must prepare to respond.
People act on your advice because they know it is sound advice. In fact, if they do not take the advice, it is at their peril. If it is an action item coming out of a board meeting, they know they must act on it.
People select you to lead if there are assignments or projects. You are chosen because they know you deliver.
This is why it is said, ‘if you want something done, give it to a busy person’.
A busy person has no time to waste, they want to get it done and move on to the next assignment.
You have a reputation for delivering results.
You get stuff done and as a result, people come to you to get things done. That is what movers and shakers do.
People talk positively about you.
When people want the top 10 women in your industry, is your name mentioned? What are you known for?
If you want leadership clout, work on it.
First, be knowledgeable.
Others in the organisation must look up to you as a reliable source of information.
You are nominated to the board for your potential value to the organisation.
As a regulator, one of the issues we are currently seized with is improving governance of institutions and having well-balanced boards with diverse skills.
Imagine a board with 100 percent accountants, people will never get a salary raise.
You are on that board to bring different viewpoints, use it!
Second, is continuous self-improvement.
When you join a board, create time to learn about the business so that you add value.
Research and learn to benchmark performance and challenge management to do better from an informed position.
Move with the times; learn to catch up with the tech-savvy.
You know I have sat on boards when on joining I knew absolutely nothing about them, and had to learn fast to become knowledgeable.
You are so lucky; we are in the information age.
You can listen to podcasts, read books, attend all the available free webinars, workshops that are being given by gurus that were there before you. You can now walk in their giant footsteps.
Acknowledge that you do not know, and be thirsty to learn.
I have been learning about regulation and you can imagine I am going on 60.
I am attending free webinars.
I entered into uncharted territory and I am thoroughly enjoying the journey of learning.
Third, people are watching if you deliver, be results-oriented.
Whatever task or mandate that you have been given, be sure to get it done, people should know you as a results-oriented person.
Fourth, be principled.
Do not shy away from being unpopular, ask the hard questions when you sit on that boardroom table.
You know those questions that everyone knows should be asked, but will not ask.
If need be, you should be prepared to sway the whole board.
If you do not agree, ask for your contrarian view to be written down.
No need to be emotional, be known as a woman of integrity.
Let your name be called out when they are looking for strong women to join difficult boards, because they know you will do the right things.
Fifth, be a thought leader.
When you add value to discussions, you build your influence and you add to your clout scope.
There are board members who are known for correcting minutes, for grammar, as if they are English teachers.
Some are known for agreeing with others.
Where is your unique rich contribution?
Ladies, it is about networking.
Networking will enhance your sphere of influence, and an influencer is now more important than ever before.
Be the one that management comes to, to connect them, to open doors for them especially in marketing organisations where business generation is key.
Are you the director who has never introduced a new client to management? I used to challenge my directors by having a section in my board report at each meeting where I reported on business generated from directors.
It is not your core business, but it legitimises your call for business growth when you contribute to the revenue growth effort.
I like the practice in Government where boards are being evaluated.
As a board member, do not make board meetings boxing matches where you are always fighting with management.
Directors should bring out the best in management.
Yes, be firm and assertive, but bring out the best in teams, play to their strength and not to their weaknesses.
You will know that you are having clout and have gained it when people begin to reach out to you to gain your expertise; when you become the problem-solver, and when management misses your presence and contribution on the board.
Let us be women with clout.
We can do this!
Dr Muradzikwa is the Commissioner of the Insurance and Pensions Commission (IPEC), which is responsible for regulating and supervising the insurance and pensions industry in Zimbabwe. She made this address during a recent virtual event on women aspiring to be on boards, which was organised by the Institute of Directors Zimbabwe. She is a decorated insurance executive with 37 years of experience in the insurance sector.
