The Operations Room: A Podcast for COO’s

In this episode we discuss: How do you build trust across the organisation? We are joined by Nellie Wartoft, CEO, Founder of Tigerhall and Chair of the Executive Council for Leading Change.Love The Operations Room? Please support us by rating and reviewing it here.We chat about the following with Nellie Wartoft: Why trust is a crucial element in building successful organisations.How leaders can give trust before they can receive it.Why transparent and authentic communication is key to building trust.The importance of constant communication.Transparency around the pros and cons of change.Leaders need to adapt and change as their companies grow, understanding that what worked in the past may not work in the future.Why building trust and creating a psychologically safe environment are essential for effective communication and collaboration.What is the effect of Virtual backgrounds on trust?The importance of setting the right example. What is the right example?References https://www.linkedin.com/in/nelliewartoft/https://tigerhall.com/Biography Nellie Wartoft, CEO and founder of Tigerhall since 2019, aims to overhaul how large enterprises approach driving change, transformation and knowledge sharing. With expertise from leading Sales & Marketing at Michael Page, she recognized the clash between traditional communication and modern content consumption, inspiring Tigerhall’s creation. Under her leadership, Tigerhall gained global recognition, attracting Fortune 500 firms and securing over $10 million in venture capital. Tigerhall operates in 32 countries and 12 markets, facilitating organisational engagement that drives buy-in and support for change and transformation initiatives.Nellie’s entrepreneurial prowess earned her acclaim, including recognition on the 2021 Gen T list of Leaders of Tomorrow. Additionally, she’s a Swedish National Champion in skeet shooting and contributes to industry development on boards like the Swedish Chamber of Commerce Singapore. Driven by innovation and a global outlook, Nellie continues to lead Tigerhall in transformative change, solidifying her legacy as a visionary in technology and business.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary00:00 Introduction and Background17:23 The Importance of Trust in Organisations18:57 Giving Trust to Receive Trust21:19 Transparent and Authentic Communication25:50 Treating Bad News as an Education Opportunity32:26 Two-Way Feedback Loops and Instant Communication34:45 Communicating Even When There Are No Updates36:19 Transparency in Change38:30 The Impact of Virtual Backgrounds on Trust39:46 Understanding Psychological SafetyThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In this episode we discuss: The Evolution of a COO: From Doing to Coaching. We are joined by Andrew Robb, Marketplace & Technology Executive, Board Member & InvestorLove The Operations Room? Please support us by rating and reviewing it here.We chat about the following with Andrew Robb: What does it take to scale a company?How does the role of the COO evolve? What does it take to stay engaged and motivated in a role for a long time?Focus on what you can control and don't lose sleep over things outside of your control.Scaling culture requires clear goals, accountability, and a strong hiring process.Be thoughtful about culture, but don't overcomplicate it. It will naturally develop with the right people.References: https://www.linkedin.com/in/andrewrobb/Biography: Andrew has 25 years’ experience as an executive in technology companies, notably Farfetch where he served as Chief Operating Officer for 10 years until 2020, prior to which he founded fashion ecommerce business Cocosa following time at eBay and in strategy consulting with Gemini in the 1990s. He is currently Chair of edtech business Twinkl and Non-Executive Director of 1stdibs in the US and Carwow and GetHarley in London. He also is a non-executive advisor to the Ministry of Justice. He holds an MBA from INSEAD and a BA Law from Oxford University.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary:16:00 Introduction and Background18:48 The Three Stages of CEO Evolution20:08 Transitioning to a Coaching Role20:49 The Importance of Feedback and Results23:15 The Power of Executive Coaching29:11 Staying Engaged and Motivated in a Long-Term Role30:36 Navigating Challenges and Low Points While Scaling32:12 Scaling Culture: Clear Goals, Accountability, and Hiring45:23 Patience and Personal Development for Long-Term SuccessThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In this episode we discuss: What can companies do to become more inclusive, equitable and diverse? We are joined by Audrey ROOFEH, Founder & CEO Mariana Strategies-Tory Burch Foundation Fellow-DEIA leadLove The Operations Room? Please support us by rating and reviewing it here.We chat about the following with Audrey Roofeh: What are the crucial components for implementing effective DEI policies?Why investing in middle managers and equipping them with skills in emotional intelligence, conflict management, and building psychological safety is essential.What does the retention of diverse talent require? How leadership can become more comfortable and capable in discussing DEI topics.How to take action on DEI.References https://www.linkedin.com/in/roofeh/www.marianastrategies.comyoutube.com/@mariana_strategies/Biography Audrey Roofeh is the CEO of Mariana Strategies, a workplace culture consulting firm focused on creating safe and inclusive workplaces. We make it possible to have the important, difficult conversations that drive change. In 2017 when #MeToo hit, Audrey quit her job managing a team of lawyers at a non-profit to start Mariana Strategies. From the beginning, her goal was to help organizations build and sustain workplaces where people feel valued, trusted, and able to be their authentic selves - without harassment, discrimination, or other all too prevalent workplace challenges. Since then, Audrey and her team has worked with government agencies, non-profit clients, and private sector businesses in the US and beyond. The best thing any client has said about Audrey is that she makes hard conversations easy to have. To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary00:00 Introduction19:22 The Importance of Policies and the 'Boring Stuff'20:28 The Role of Leadership in Promoting DEI25:35 Equipping Middle Managers for DEI Success31:31 Measuring Progress and Taking Action to Subvert Biases33:52 Creating an Inclusive Environment39:11 Using Empathy to Address Inclusion Challenges42:49 Resources44:33 Taking Action on DEIThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In this episode we discuss: When it is the right time to quit. We are joined by Eleena Broadfoot, Advisor and Executive Coach. Love The Operations Room? Please support us by rating and reviewing it here.We chat about the following with Eleena Broadfoot: What are the important factors to consider when deciding to leave a job.Adding value to the business and making a meaningful impact should be a priority.Leaving a job requires careful planning and consideration of personal and professional factors.Why is identity so closely tied to job titles?What is a good time to reassess your learning and value-add opportunities in a high-growth company?How to leave a positive legacy for the team. Be curious and open to new opportunities, and have conversations with recruiters and friends in different industries to explore potential career paths.References: linkedin.com/in/eleena-broadfootBiography: Most recently CFO at Beauty Pie, Eleena has over 20 years’ experience in senior finance roles at Virgin, Trainline & Funding Circle amongst others, working alongside leadership teams of both high-growth startups and global groups. Her experience of working with founders and their teams as a CFO and NED has provided her with some fantastic opportunities to reach beyond the traditional finance remit and enabled her to use her skills and knowledge to create value and deliver strategic insight to help drive growth.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary:00:00 Introduction28:29 Welcoming Alina Broadfoot29:50 Lessons Learned32:26 Deciding When to Leave a Job34:37 The Tipping Point: Leaving Virgin for Train Line34:59 Navigating Job Titles and Social Expectations37:33 The Right Time to Leave a VC-Backed Company41:55 Leaving a Positive Legacy and Smooth Transition42:47 Embracing Curiosity and Exploring New OpportunitiesThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

Karina Mikhli, founder of Fractionals United and expert in optimizing business operations, dives into the intriguing world of fractional COOs. She discusses the growing demand for fractional leadership and the unique challenges faced by those in this role. Karina outlines the importance of strong professional relationships and how to effectively market oneself. Additionally, she shares strategies for managing multiple clients while avoiding burnout and highlights critical factors for success in fractional roles.

In this episode we discuss: how to be a COO in today's complex world. We are joined by Jennifer Geary, Seasoned C-Suite executive across multiple industries and roles from fractional COO to Managing Director. Author of bestselling books How To Be a COO, CRO, CPO and CSO.Love The Operations Room? Please support us by rating and reviewing it here.We chat about the following with Jennifer Geary: The role of a COO involves being the second-in-command and bridging the gap between strategy and operations.Can AI enhance the efficiency and creativity of the COO role, with human judgement and decision-making remaining essential?Should COOs prioritise efficiency and creativity when implementing AI, while also considering sustainability and ESG metrics?Why should we consider suppliers, supply chain, software suppliers, facilities, power consumption, and social context in sustainability efforts?How important are flexibility, choice, in-person collaboration, and open communication in creating a positive work environment?References https://www.linkedin.com/in/jennifer-geary-8419082a/www.coo-author.comhttps://gosupercritical.com/carbon-removal/biocharhttps://www.socraticarts.com/thought-leadership/exploring-ai-and-learning-with-ethan-mollicks-cointelligenceBiography Jennifer Geary is a former MD, COO and CRO with over 25 years of experience in finance, technology, risk and legal, across diverse industries from financial services to not-for-profit. She is also an author, speaker, board advisor and mentor to emerging businesses. She has attained qualification as a chartered accountant, PRINCE 2 practitioner, CISA and CISSP, with recent certifications in Sustainable Finance and ESG Investing and Ethical AI.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary00:00 Introduction and Overview01:02 Defining the Role of a COO07:28 Implementing AI: Efficiency and Creativity12:25 Prioritising Sustainability and ESG Metrics16:30 Considering Suppliers and Supply Chain18:00 Creating a Positive Work Environment20:50 Respecting Privacy in the Workplace22:53 The Next Step: CEO or COO?29:15 What CEOs are concerned about now31:38 Post IPO resources32:44 Wrap upThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In this episode we discuss: the challenges of asynchronous communication in a remote-first organisation. We are joined by Jeremy Slater, COO at Bob W.We chat about the following with Jeremy Slater: How to do asynchronous communication wellManaging information overloadWhy you need to invest in robust knowledge management -- hint: impacts customer service, operations, and scalabilityReferences https://www.linkedin.com/in/jeremy-jack-slater/ www.bobw.co https://bit.ly/jeremyslater Biography After an extremely brief foray into finance in the US and the UK and a short stop in India to work for a solar energy social enterprise, Jereny spent the majority of his career in the heavily operational world of property management and hospitality. He’s helping Bob W become the most loved hospitality brand in Europe.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. SummaryThe conversation delves into the challenges and strategies of knowledge management, asynchronous communication, and the use of specific tools within a company. It highlights the importance of knowledge management and the impact it has on various aspects of the business, including customer service, internal operations, and scalability.Chapters:Chapter 1: Knowledge management systems (0:00-10:27)Chapter 2: Using tools like Notion and Slack (10:27-16:19)  Chapter 3: Information overload on Slack (16:19-21:12)Chapter 4: Tips for using Slack productively (21:12-25:10) Chapter 5: Organising Slack channels (25:10-28:41)Chapter 6: Challenges with instant messaging (28:41-32:56)Chapter 7: Setting up asynchronous work (32:56-35:34)Chapter 8: Implementing knowledge management (35:34-43:34)Love The Operations Room? Please like and review it here - RateThisPodcast.com/operationsroomThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

48. How to present and not suckIn this episode we discuss presentation skills and storytelling. We are joined by Jonathan Zatland, Operating Partner at Forme Partners. We chat about the following with Jonathan Zatland: Secrets to crafting narratives that captivate.How authenticity can transform your leadership narrativesWhy your presentations are falling flatReferences https://www.linkedin.com/in/jonathan-zatland-992a1b12/Biography A creative and commercial leader with an extensive career in high growth technology companies, e-commerce and marketplaces across UK and Europe. I started out my career as a screenwriter, living and working in Los Angeles. This was the foundation of my learning to connect stories with an audience. After a decade, I took that experience and returned to the UK to start a retail brand, Mungo & Maud. The first of its kind high end dog and cat accessory store with a physical shop in London and other major outlets around the world. Opened the online store in 2006 in the very early days of e-commerce. Following my exit, I continued my narrative thread into my role as International Multichannel Director at Etsy, helping to build and scale all International markets outside of North America. Following the IPO, I went back into startup as Chief Commercial Officer  for eve Sleep, a disruptor in the sleep wellness space which I helped build and scale through to IPO. I now work as an Operating Partner for Forme Partners working with founders and CEO's across the European tech landscape, aiding them with their commercial hires at all stages of growth.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. SummaryCareer goals, creativity, and personal growth. 0:05Brandon and Bethany discuss their career goals and personal growth.Bethany realizes she needs to take advantage of not working and prioritize personal development.Bethany expresses frustration with lack of passion and purpose in her life, feeling unfulfilled despite various projects and hobbies.She longs for a major project that consumes her and stirs her imagination, but nothing has yet emerged.Effective storytelling and pacing in business presentations. 6:09Brandon and Bethany discuss narrative structure in business context, focusing on conflict and pacing.They emphasize the importance of actively listening to the audience and adjusting the narrative in real-time based on their reactions.Bethany scripts an opening for high-stakes meetings to set the tone and manage nerves.She tailors her approach based on the meeting's purpose and audience energy levels.Public speaking, authenticity, and vulnerability. 11:21Bethany uses narrative techniques to engage and motivate her team, including owning her energy and projecting enthusiasm.She also practices or rehearses her delivery beforehand to ensure authenticity and effectiveness.Bethany shares her approach to authenticity, vulnerability, and relatability in presentations, emphasizing the importance of self-discovery and confidence-building through therapy.Brandon seeks advice on how to be more authentic in his presentations, with Bethany suggesting starting with self-work and building confidence before attempting to connect with audiences.Brandon's son lied to fit in, but realized it didn't make him feel better or gain acceptance.By sharing small truths, Brandon's son learned that his friends accept him for who he is, lies or not.Storytelling and its importance in business leadership. 19:34Brandon M. learns to connect with audiences by sharing personal stories living company values.Jonathan: Conflict is necessary for business success, but resolution is key.Bethany: Storytelling vs. narrative: both are important for communication and leadership.Authentic storytelling and connecting with audiences. 23:49Bethany and Jonathan discuss the importance of making a memorable takeaway in a presentation, such as a "lemon in the eye" that makes the audience feel something.Jonathan suggests making something human and vulnerable to connect with the audience, using personal stories or moments that are relatable.Bethany observes that people can write about mundane things but make it compelling when writing from their authentic voice.Brandon M agrees, noting that authenticity is difficult to achieve, especially in corporate settings where people are often uncomfortable sharing their true feelings.Storytelling, narrative, and growth. 29:31Jonathan: Take people on a journey, reveal information gradually, show empathy.Bethany: Genuine care and empathy in feedback lead to acceptance, insincerity leads to rejection.Jonathan shares their approach to storytelling, emphasizing the importance of listening and feedback to improve.Consistency in storytelling comes from being comfortable with both planning and improvisation, according to Jonathan.Storytelling techniques for presentations, including pacing, energy, and engagement. 34:53Bethany: uses pacing, self-deprecation, and listening to engage audience.Jonathan: storytelling involves setting up, revealing, and landing, with repetition and reacting to energy.Brandon M uses pre-engagement techniques to alleviate tension and start conversations with a live audience.Jonathan emphasizes the importance of taking people on a journey through a story or problem-solving process.Love The Operations Room? Please like and review it here - RateThisPodcast.com/operationsroomThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In this episode we discuss: The Future COO in Tech Companies. We are joined by Tony Olvet and Andrea Siviero from IDC.We chat about the following:How do COOs navigate the evolving landscape of digital transformation while ensuring organisational stability?What are the key priorities for COOs in 2024, and how do they drive strategic thinking beyond technology?What role do COOs play as the connective tissue of organisations, orchestrating digital initiatives and driving innovation?How can COOs transition from being protectors of the organisation to digital disruptors, driving new revenue models and ESG initiatives?What skills are essential for CEOs and COOs to thrive in today's digital age, and how do they communicate the future state of the organisation effectively?References: https://ca.linkedin.com/in/tonyolvethttps://it.linkedin.com/in/sivieroandBiography: Tony Olvet, Group Vice President at IDC, leads global research on the intersection of business transformation and digital investments. With extensive experience advising organizations worldwide, Tony provides fact-based insights to inform technology strategy and digital business decisions. A sought-after speaker, he delivers keynote presentations at conferences and virtual events. Based in Toronto, Canada, Tony holds degrees from the University of Waterloo and the University of Toronto.Andrea Siviero leads IDC's European Digital Business and Future of Work Research group, providing insights to drive purposeful technology adoption. He also co-leads IDC's Worldwide MacroTech Research program, analyzing the impact of key macroeconomic factors on the digital landscape. With extensive experience in strategy and go-to-market projects, Andrea advises IT players on building forward-looking digital strategies. He holds a joint PhD in mathematics and is fluent in English, French, and Italian.To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary:Cricket and personal life, including death and ex-fiance. 0:00Bethany shares her struggles with grief after an unexpected death of a teenager, while Brandon listens and offers support.Bethany and Brandon discuss their past relationship and reasons for reconnecting.Career changes, life lessons, and tech CEO priorities. 3:08Bethany and Brandon M discuss their experiences working with Tony Elvet at IDC.Brandon M reflects on his decision to leave London and return to Toronto, and how it impacted his career.Brandon M shared his experiences as a tech CEO with a research report, discussing new priorities and future orientation.Bethany asked Brandon about his insights on CEO priorities, which were included in the report, with little fundamental change observed.CEO role, digital transformation, and AI adoption in businesses. 7:13Brandon M: CEO role in 2024: partnering with finance leaders, making investment bets.Bethany: High performance culture: how to make it happen, translate into business.Brandon M: Digital transformation is not always transformative, but AI is a real transformation for all companies.Bethany: AI is the top priority for businesses in the next 5 years, but digital transformation has been on agendas for years without being transformative.CEO qualities and skills, with a focus on storytelling and operational abilities. 12:25Bethany shares her thoughts on the qualities of a successful CEO, mentioning the importance of both vision and execution.Bethany and Brandon discuss the contrasting views on the path to becoming a CEO, with some arguing that it's more common for CEOs to come from within the company.Bethany and Brandon discuss the importance of storytelling in business, with Brandon highlighting the founder's ability to communicate the company's vision and mission in a compelling way.Brandon recognizes his own limitations in storytelling and acknowledges that there's a time and place for different types of leaders, including those with strong communication skills.Storytelling, leadership, and CEO responsibilities in 2024. 17:01Bethany shares her insights on storytelling for senior leaders and execs, emphasizing authenticity and bravery in communication.Bethany reflects on her own storytelling capacity, recognizing the importance of being true to oneself and sharing uncomfortable thoughts with others.Bethany: Became braver over time, prioritizing connection over fear of consequences (0:19:19)Brandon M: Unlocking skills in CEOs is fundamental, but role of COO unclear (0:20:33)COO roles, priorities, and partnerships in digital transformation. 21:30Brandon M: SaaS software for career progression frameworks is emerging, addressing the need for simplified and clear frameworks.Bethany: CEOs should be aware of the tendency to over engineer, especially in scaled companies, and take a step back to assess if too much is being expected.Bethany and Speaker 4 discuss the importance of partnership between CEO and CLO in digital transformation.Speaker 4 highlights the difference in priorities and impact between scale-up companies and larger corporations.The COO is the right-hand person to the CEO, providing capable partnership and support.COOs partner with various C-suite executives, including CIOs, to drive growth and innovation.CEO roles, responsibilities, and evolution in 2024. 28:29CIOs are increasingly seen as essential for organizational success, with 85% of CEOs having risen through the ranks to their position.Andrea highlights the evolution of the CEO role, from protector to enabler and digital disruptor.Brandon M. asks about the hottest new function for CEOs in 2024, with a focus on ESG and customer success.Roles and responsibilities for AI adoption in enterprises. 32:31CEOs prioritize responsible AI leadership, COO involvement in decision-making.COO will play a crucial role in buying committee for operational technology in manufacturing.CEO role in driving sustainability and social impact initiatives. 36:33CEO and COO prioritize sustainability and ESG initiatives.Bethany asks about tools for measuring social impact, and Speaker 4 explains the complexity of defining and measuring social impact.Brandon M discusses the evolving skills of CEOs, including their role in driving transformation and partnering with other senior executives.Leadership skills for tech industry CEOs, focusing on communication and adaptability. 41:14Communication skills crucial for motivating through change.Tony and Andrea discussed the importance of communicating the future state of an organization and being able to adjust to unexpected events.They emphasized the need for CEOs to dedicate 70% of their time to traditional tasks and 30% to unexpected events.Love The Operations Room? Please like and review it here - RateThisPodcast.com/operationsroomThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

In this episode we discuss: Board Relationships. We are joined by Helen Hopper and Joy Harcup, authors of book, The Art and Psychology of Board Relationships.  We chat about the following:Unravelling Boardroom Dynamics: What's Really at Stake?The Power of Psychological Safety: A Boardroom Imperative?Self-Awareness: The Boardroom Game Changer?Mastering Conflict Resolution in the Boardroom: Strategies UnveiledTrust, Collaboration, Success: The Boardroom Trifecta?References: https://www.linkedin.com/in/helen-hopper-h3/https://www.hcubed.co.uk/who-we-arehttps://www.linkedin.com/in/joy-harcup-9392352/Biography: HELEN HOPPER trained in management consultancy with Accenture, and in occupational psychology with SHL, before co-founding the leadership consulting firm hCubed in 2010, where she is a Partner. h3’s mission is to stimulate growth through learning and Helen pursues this with individuals, teams and organisations as a coach and facilitator. She is an active supporter of mental health charities, most recently as COO of The Listening Place, and Trustee at The Mix.JOY HARCUP is an executive coach with international coaching firm Praesta LLP, working with individuals, top executive teams and boards. She has 20 years’ leadership coaching experience with clients including the FTSE 100, professional services, public and not-for-profit sectors. Joy was President of the UK Board of the International Coaching Federation. A former lawyer specialising in dispute resolution, she’s also sat on boards in the education and charitable sectors. To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. Summary:Bullying in board meetings and its impact on individuals. 0:06Bethany Ayers experienced issues with her phone number porting and international roaming, leading to a frustrating conversation with Oh Two customer support.Despite being told her case was closed, Bethany was able to get her number back after waiting for a couple of days.Bethany acknowledges being a potential bully in the past, recognizing behaviors that could be harmful to others.Brandon M. questions the use of the term "bullying," suggesting that it can be subjective and context-dependent.Effective board meetings, leadership, and conflict resolution. 5:18Brandon M. and Bethany discuss ways to address unhelpful behavior in meetings, including intervening, redirecting, and parking the issue for later discussion.Effective chairperson engagement is critical for maintaining a functional board, according to Brandon M. and Bethany.Bethany emphasizes the importance of having a pre-agreed contract, such as a team canvas, to establish expectations and prevent conflicts within teams.Bethany criticizes traditional board dynamics, citing a lack of modernization and unrealistic expectations of chairs, and argues for more inclusive and empathetic approaches to leadership.Effective board meetings, including setting a strong chair, providing clear agendas, and making an ask of the board. 10:36Brandon M suggests setting a strong chair, creating a safe environment, and starting the meeting with positivity.Bethany shares her personal experience with self-reflection and realizing she may be projecting her own issues onto others.Bethany and Brandon discuss the importance of formalizing asks and understanding board dynamics.Boardroom dynamics, bullying, and effective leadership. 14:40Helen and Beth discuss the importance of self-awareness in boardroom dynamics, identifying seven difficult dynamics and providing questions for individuals to reflect on their contribution.The book "The Art and Psychology of Boardroom Relationship Dynamics" offers practical strategies for improving relationships, including getting clear on roles and agreements, and using the "tears tactic" to resolve conflicts.Helen suggests dealing with bullying by understanding it's often unintentional and lacking awareness of impact.Brandon M. shares a scenario where exiting board members was the fastest way to address toxic dynamics.Helen emphasizes the importance of self-awareness and empathy in avoiding bullying dynamics.Joy stresses the value of authentic leadership and role modeling in creating a productive board culture.Leadership roles and responsibilities in a board setting. 22:43Bethany struggles with power dynamics in a growing team, feeling like she's overstepping or under-utilizing her skills.Joy's research highlights the importance of working at the right level of work to avoid losing opportunities.Joy: Facilitate conversations, surface concerns, and make decisions (Joy)Bethany: Share knowledge from other boards, have one-on-one with chair (Bethany)Board dynamics, psychological safety, and effective communication. 27:23Helen suggests conducting a board evaluation every 3 years to identify areas for improvement.Joy emphasizes the importance of transparency and openness in board dynamics.Helen and Joy share insights on creating psychological safety in board meetings, inviting contributions, and addressing conflicts.They emphasize the importance of open communication, active listening, and taking small steps towards change.Love The Operations Room? Please like and review it here - RateThisPodcast.com/operationsroomThis podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy