Burdale Construction were thriving. They were a 2nd generation family-owned business and over the years they had gone from strength to strength. But the Board of Directors had identified a growing conflict between the owner, Stephen and the CEO, Theresa.
Both Stephen and Theresa respected each other. They shared the same vision for the business and their values were aligned. But their strong personalities led to frequent clashes and there was visible tension in Board discussions.
The Board was clear that there needed to be an intervention. They wanted to build a collaborative environment and mitigate the risk they could see was imminent. The decision was made to bring in a Non-Executive Director (NED) who had the expertise to calm the tensions and ensure the success of both the strategy and the business.
It was incredible how seamlessly Taylor slotted into the Board.
That’s where TWYD & Co stepped in. We could see that the seats on the Board were filled by people who had huge industry experience, but what they needed were the soft skills to navigate the challenging dynamics at the table. To design a tightly tailored search, TWYD & Co worked with the Board to create a comprehensive profile of the ideal NED. We used job analysis and profiling assessments to gain consensus on the key qualities the right candidate needed.
We were looking for someone who had a range of soft skills crucial for conflict resolution, with a proven track record in similar situations. TWYD & Co emphasized the importance of emotional intelligence, communication, and mediation skills to address the underlying issues without disrupting Burdale’s operations or goals.
Now, the search began. Using our extensive network and industry knowledge, we were able to identify the right candidate, Taylor. Taylor had recently resolved a similar conflict within a 3rd Generation business involving a father and a son. TWYD & Co’s meticulous referencing process confirmed that it was Taylor’s management of the situation that led to that positive outcome.
It was incredible how seamlessly Taylor slotted into the Board. Not only did she have an impact on the board generally, she was quick to understand the conflict between Stephen and Theresa. Through a combination of active listening, strategic communication, and consensus-building techniques, Taylor supported them both to find a new way to work together. Together, Theresa, Taylor and Stephen refreshed the working environment and successfully reduced the tension in the Boardroom. This let the whole board refocus on what really matters, Burdale’s strategy and objectives.
When we spoke to Stephen some months later, things were still going well. He was delighted that his relationship with Theresa was back on track, and that they were achieving their strategy together. In harmony, rather than at odds.
Stephen told us that TWYD & Co’s strategic approach, placing soft skills over industry knowledge, played a key role in resolving the conflict in his business. By creating a tailored candidate search driven by the needs and dynamic within the organisation, Taylor was the perfect Non-Executive Director to resolve Burdale’s interpersonal stalemate and to play a key role in steering them to a brighter future.