The biggest difference between and Director starting with the scope of responsibilities and the complexity of the work. At the VP level of the board, you have to manage many groups and sometimes you don’t know which group to prioritize first.

This sometimes makes things quite complicated and difficult. There is nothing clear that could lead to a decision. You feel like you’re lost in a maze with paths that lead nowhere. And if you decide to build on one aspect, it could ruin another.

There will be many things to consider. For example, you are not just leading a team but an entire company. Higher returns mean that the positive and negative effects of your decisions will be more profound. To be ready for mandate of the board of directors, you need all the skills you have at director level, as well as strength, conviction and perspective. Below are 4 factors needed to move from director level to board vice president level.

1. Find a common goal for different groups

One of the first noticeable things when reaching the VP level is how difficult it is for teams to coordinate well with each other. Maybe you heard this in books or from someone, but this is what actually happened in the company. Many directors had no problem managing one or two teams, but things got difficult when they became vice chairs of the board, managing many teams with different functions. You will often feel disappointed in yourself and will always ask yourself:

Why can’t these groups work together?

Why can’t groups connect to each other?

Why is one group successful and another not?

Why does no one know their mission?

As with other positions in their careers, managers often go through a cycle: denying failure, becoming discouraged, then blaming, and finally discovering the answer themselves. Ultimately, the most important thing is that everyone understands the role they play towards a common goal.

When you help them find their personal meaning within the larger goals of the company, magic happens. Otherwise, they often tend to pursue their own goals, whether or not they are compatible with the group’s overall mission.

Therefore, you need to find a common goal when working in a group. Sometimes it can be something that is not directly related to the teams functions. For example, in marketing, try not to set goals related to your website, PR, or social media.

Find a common goal that encompasses all of these functions – something that everyone can find personal meaning in instead of setting goals at the functional level. For example, in terms of website traffic, set a market performance level goal, such as gaining 2% market share from your competitors. Next, the roles of team members will be defined to help the company achieve this common goal.

2. Courage to prioritize

The second thing many people notice during their first term Vice Chairman of the Board of Directors results will not be recognized if the effectiveness of activities is low. The chairman of the board doesn’t care which department you work in: development, production management, marketing and IT,… There are countless tasks that you and your team can take on. It’s the nature of business.

We all want to be useful to the company. We all worry about what others think of us. So, for a long time, we tried to say “yes” to everything. But we will overcome these challenges. When you work as a VP of the board, one day you wake up and wonder why your team is working 24/7 but is still inefficient?

When wondering if someone is ready to give mandate of the board of directors or not, one of the first things to consider is their ability to prioritize. Can you focus your team on the things that matter most? Can you communicate a vision compelling enough for your boss and other leaders to trust you and say “no” to further activities? Can you build relationships strong enough to allow you to say “no” or “not yet”?

The best suggestion for future VPs is to not necessarily work on your ability to say “no,” even though it’s part of the job. Instead, the advice given is to be more proactive in sharing your work with those around you so they can contribute to your priority work.

When you don’t get others excited about your priorities, they will begin to project their priorities onto you and your team. The clearer your mission for the company is, the more likely you are to limit other unrelated requests and tasks.

3. Stick to your goals at all costs

If you’ve read the book “Stealing the Corner Office” by Brendan Reid, you probably know how important objectivity is for leaders. In Brendan Reid’s experience, creating an objective image is one of the most valuable things in promoting your career.

A very common problem in most organizations is that individuals and groups tend to become too passionate about their own ideas and projects. Have you ever felt like you couldn’t get your point across in a meeting? Do you have a colleague who can’t abandon a project when it’s clearly a failure? Have you noticed that leaders sometimes focus only on the interests of their team instead of what’s best for the company? And have you ever been one of these people?

Building an objective image brings a lot of efficiency and builds diversified relationships. This demonstrates wisdom and good judgment, which is rare among executives. Tips for Vice Chairman of the Board of Directors The future is about making objective decisions even if that decision may have a negative impact on your team in the short term. This may be difficult and may cause discontent or opposition from team members, but it will bring you results in the long run.

4. Be a cultured and ethical leader

To succeed as a vice chair of the board, you must become a leader with a strong culture. When you are a manager or director, you can transmit this culture to your superiors but when you arrive at a position Vice Chairman of the Board of Directors, this responsibility is yours. Your team is large and diverse. Your responsibility is to integrate people into the company and sometimes decide to let them leave the company. You are the one who creates the culture of your team.

Your team is usually quite large and diverse. You are responsible for bringing people into the organization and sometimes you have to ask people to leave. You set the tone of the text for your group.

The ethical barometer works most strongly when one occupies the position of vice-president of the board of directors. Work pressure and your impact on people’s lives increases. If there are any “cracks” in your core values, they will be easily revealed under the pressure of the responsibility of the position of vice chair of the board of directors. If your ethics are imperfect, it will be easily seen and the worst part is that it will even be duplicated because you are a bad example for your employees.

When evaluating a Vice Chairman of the Board of Directors in the future, pay special attention to their ethics. Will they still be able to maintain their morality in a chaotic environment? Will they sell their members when things go wrong? Do they avoid debate even when necessary? And can they look someone in the eye to communicate bad news or feedback while remaining constructive and constructive?

So, for those interested in moving into the role of vice chair of the board, take the time to think about your core values. Put them to the test. Don’t be afraid of difficult discussions, even if they are not easy to hear. Practice and hone your ethics and compassion even when it’s the hardest thing to do. This is the sign of a great Vice-President of the Board of Directors!

Each career level comes with new challenges. The method that allowed you to move from the position of Manager to Director will no longer be appropriate and will allow you to access the position of Vice-Chairman of the Board of Directors. To succeed in any position, you must continually develop and improve. I hope the tips above are helpful to you on your path to promotion. Vice Chairman of the Board of Directors and help you go further.

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