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margarethcubo

๐—ฅ๐—ฒ๐—ฎ๐—น ๐—ฒ๐˜…๐—ฎ๐—บ๐—ฝ๐—น๐—ฒ๐˜€ ๐—ผ๐—ณ ๐—ฐ๐—ผ๐—ป๐—ณ๐—น๐—ถ๐—ฐ๐˜๐˜€ ๐—ฒ๐˜…๐—ฝ๐—ฒ๐—ฟ๐—ถ๐—ฒ๐—ป๐—ฐ๐—ฒ๐—ฑ ๐—ฏ๐˜† ๐—ง๐—ฒ๐—ฟ๐˜‚๐˜€ ๐—–๐—ผ๐—ป๐˜€๐˜‚๐—น๐˜๐—ผ๐—ฟ๐—ถ๐—ฎ'๐˜€ ๐—ฏ๐—ผ๐—ฎ๐—ฟ๐—ฑ ๐—ผ๐—ณ ๐—ฑ๐—ถ๐—ฟ๐—ฒ๐—ฐ๐˜๐—ผ๐—ฟ๐˜€:

As leaders and decision-makers, boards of directors play a crucial role in governing organizations. However, the scenario is not always harmonious. Let's explore the types of conflicts that can arise in this context and how to address them:


๐Ÿญ. ๐—ฉ๐—ถ๐˜€๐—ถ๐—ผ๐—ป ๐—ฎ๐—ป๐—ฑ ๐—จ๐—ป๐—ฑ๐—ฒ๐—ฟ๐˜€๐˜๐—ฎ๐—ป๐—ฑ๐—ถ๐—ป๐—ด ๐—–๐—ผ๐—ป๐—ณ๐—น๐—ถ๐—ฐ๐˜๐˜€:ย The main shareholder and the CEO in conflict over vision and understanding. These conflicts are inevitable, and board members must identify and resolve them internally. The board chairman plays a vital role here, leading the board towards value creation.


๐Ÿฎ. ๐—ข๐˜„๐—ป๐—ฒ๐—ฟ๐˜€๐—ต๐—ถ๐—ฝ ๐—–๐—ผ๐—ป๐—ณ๐—น๐—ถ๐—ฐ๐˜๐˜€:ย Disagreements between shareholders and family members can destroy value. Board members must work to prevent these conflicts from contaminating management. The perception that battles should not harm the company is crucial.


๐Ÿฏ. ๐—˜๐˜๐—ต๐—ถ๐—ฐ๐—ฎ๐—น ๐—–๐—ผ๐—ป๐—ณ๐—น๐—ถ๐—ฐ๐˜๐˜€: The "emperor of all evils" of corporate governance. Financial scandals, fraud, and corruption have roots in ethical conflict. The manifestation of conflicts of interest and proactive board decision-making are essential to eradicate this cancer.


๐Ÿฐ. ๐—•๐—ฒ๐—ต๐—ฎ๐˜ƒ๐—ถ๐—ผ๐—ฟ๐—ฎ๐—น ๐—–๐—ผ๐—ป๐—ณ๐—น๐—ถ๐—ฐ๐˜๐˜€: Although they may seem less harmful, these conflicts disrupt board dynamics. Board members must be vigilant and take action to maintain harmony. In summary, boards of directors should be spaces of wisdom, balance, and sound decision-making. When facing conflicts, remember: each battle won is a step towards the prosperity of the company and society.


In future posts, we will bring real and effective approaches that Terus Consultoria has used for conflict resolution and alignment of the Board of Directors for business development, cash flow, and valuation.


"๐—ง๐—ฒ๐—ฟ๐˜‚๐˜€, ๐—ถ๐—ป๐˜๐—ฒ๐—น๐—น๐—ถ๐—ด๐—ฒ๐—ป๐—ฐ๐—ฒ, ๐—ฎ๐—ฑ๐˜ƒ๐—ถ๐˜€๐—ผ๐—ฟ๐˜†, ๐—ฐ๐—ผ๐—ป๐—ฐ๐—ฟ๐—ฒ๐˜๐—ฒ ๐—ฐ๐—ฎ๐˜€๐—ฒ๐˜€, ๐—ฎ๐—ป๐—ฑ ๐—ฑ๐—ฒ๐—ฐ๐—ถ๐˜€๐—ถ๐˜ƒ๐—ฒ ๐—ฎ๐—ฐ๐˜๐—ถ๐—ผ๐—ป๐˜€!"


Contact Terus right away: contato@terusconsultoria.com.br / (+55 11) 2503-6747.


Ricardo Vitale



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