How to Handle a HiPPO
It is a moment that director dreads: the High Profile Person’s Opinion is stated and, after that, all the expertise, all the careful study, all the reasoned and reasonable recommendations, seem to fall upon deaf ears. The HiPPO can squash the life out of any idea.
If you let it.
Most directors are highly successful, highly opinionated and highly intelligent. They are also highly motivated to procure the success of the enterprise. It is not wise to go head to head with a HiPPO. They can, and will, crush you if they feel threatened by you.
You will also lose the support of the board. Everyone in the room is aware of the HiPPO’s profile, prowess and previous track record. The board is a team where success depends on combining the talents of all the directors. Nobody wants to see the HiPPO hurt. And directors do have feelings, just like everyone else.
So how do you handle a director who makes a statement that is in danger of shutting down the board discussion?
With respect.
Acknowledge the truth in the statement. Agree with the bits that you can support and then expand the discussion to bring in other ideas.
With questions.
Clarify the basis for the statement: Have you seen this before? When was that? What did you try? How did it work? How did that situation differ from ours?
With the help of the rest of the board.
Stimulate the discussion: who else was thinking that? Who had a different idea? Who has seen or read or heard something about this recently? Is there an example of success that we can emulate?
This is easiest when you are the chair. But all directors are leaders (or should be). Take the initiative and encourage the board to follow as you continue to explore the topic whilst respecting the addition that the HiPPO has made to the discussion.
Diversity is only useful when it is used. Make sure that your board gets the benefit of all the perspectives. Not just the most emphatic or senior ones. Handle your HiPPOs.
Julie Garland McLellan is a consultant who works with boards and directors to give them the practical skills they need to build better companies. She is famous for her practical and pragmatic approach to the real problems that face boards and directors and for her ability to bring sanity and solutions to even the most vexed boardroom.
She has first hand experience on 18 boards across three continents — including associations boards — and has helped boards to lead successful organisations for over 22 years. Julie has written and facilitated director education for leading governance institutions, including the Australian Institute of Company Directors, The Governance Institute of Australia, The National Association of Corporate Directors (USA), The Taiwan Corporate Governance Association, etc.
Julie is the author of six books for directors and is publisher of The Director’s Dilemma newsletter.
Julie has written and facilitated director education for leading governance institutions, including the Australian Institute of Company Directors, The Governance Institute of Australia, The National Association of Corporate Directors (USA), The Taiwan Corporate Governance Association, etc. as well as direct to individual boards.