For a board to maintain effective communication with the company as a whole, it is vital not only that communication channels remain two-way, but that any communication involves and encompasses the whole team and takes them all on the journey.

Take, for example, the CEO who asks an executive to take responsibility for a new project. The executive agrees to do what is right by the business long term plan, even though this is counter to their personal long-term career plan. As in this case, where the role is not natural to that person, they will need additional support to be successful.

In this case, the CEO should hold frequent contacts, giving guidance and supporting the executive until they “own” the project, thus respectfully transitioning into and bringing them along the journey and ensuring they fully “buy-in” to it.

Such unaligned “projects” should remain manageably short, otherwise the case of “opting out” could happen.