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| Source: HR Exchange Network |
What's the average age of the Board members of your company? For many companies, that average is much higher than the average age of their customers, and higher than the employee population as well. You can see where decisions made by the Board might not always be informed by up-to-date thinking about the values, goals, beliefs, and needs of Gen Z and Millennials. What can companies do to bridge this gap? Orianna Rosa Royle has
written an interesting piece for Fortune about one firm's attempt to address this issue. In her article, she describes The Body Shop's Youth Collective advisory board.
Other companies have tried similar structures, but not always with as much success as anticipated. In the worst cases, employees view these advisory boards as all for show, without any real substance. The Body Shop has structured the board and its process in ways that increase the likelihood of securing valuable input and constructive criticism, while building trust with employees. First, 50% of the members come from within the company, while the other half are from external organizations. This balance seems very important. The internal members have a strong vested interest in the organization's success. Meanwhile, the external members provide a valuable outside perspective, and they perhaps feel safer speaking up with their concerns or feedback.
Second, not every issue comes before the advisory board. Royle writes that The Body Shop "avoids drawing on their expertise unless a problem needs out-of-the-box thinking that the older leadership team can’t crack." In other words, align the issues brought before the advisory board with the core purpose of that group. Don't simply try to replicate the conversations that a board of directors might have.
Third, and perhaps most importantly, The Body Shop has outlined the ground rules and shared norms for this group in a very clear manner. Most importantly, everyone has a voice, and there's a commitment to listen and consider each opinion in a genuine manner. That doesn't mean the group always gets their way. The Body Shop executive and board of directors member Chris Davis notes, “Do we always listen? Yes. Do we always act? No. When we don’t, we explain why. When we do, we explain why—that’s part of the deal. There will always be feedback and full transparency so it’s clear that everybody is heard.” In short, The Body Shop has tried to create a fair and legitimate consultation process. Fair process means giving people voice and considering their views genuinely, but not taking a vote and making decisions democratically. In the end, creating a strong perception of procedural fairness means explaining decision rationale, and specifically why leaders acted on the group's recommendations or why they chose not to do so. If you don't create this perception of a fair and legitimate process, people will stop offering their input. Trust will be broken.
