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The Forward Thinking Podcast, Powered by FCCS

The Forward Thinking Podcast, Powered by FCCS

Written by: FCCS
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 The Forward Thinking podcast, powered by FCCS is to inform and inspire in the areas of leadership, employee engagement, governance, risk management & insurance, training, and strategic talent management. We feature industry experts and thought leaders with forward-thinking interviews and discussions.FCCS Careers Economics Management Management & Leadership Personal Success
Episodes
  • The Four Horsemen of the Governance Apocalypse

    The Four Horsemen of the Governance Apocalypse
    Feb 20 2026
    What happens when governance goes wrong? A set of negative patterns is usually the culprit, with small breakdowns quietly building over time until boards find themselves struggling with trust, clarity, or effectiveness. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Chad Klawetter, Vice President of Board Governance and Development at FCCS, and Barb Wilkinson, Senior Board Governance Consultant at FCCS. Together, they examine the four warning signs that, left unaddressed, can seriously undermine a board's ability to lead, govern, and create value. Episode Insights Include: Developing the four horsemen Board erosion is rarely a catastrophic event. It happens over time, then all at once. These common threats are among the many that board members have to keep track of. Board members need to ask themselves if they see signs of these 4 horsemen, and what they can do about it. These four horsemen can be a starting point for frequent conversations about improvement. Horsemen number 1 "The board lacks a constructive partnership with the CEO." A healthy board partnership is built on trust. It is obvious both in and outside the boardroom what each person's role is and how to work together. Great alignment is a key sign of a healthy relationship. Frequent surprises indicate a partnership breakdown. Oversight needs to be balanced with support. Knowing whose role is what is critical. CEO evaluations can be an effective way to check in on roles. Horsemen number 2 "The board cedes committee control to the staff." Staff should be part of committee decisions. If staff start to dominate board meetings, board work can't be done effectively. Excessively long board meetings indicate that governance work isn't being done at the appropriate level. Committees are for boards, not for staff. Boards can reclaim committee meetings without alienating staff by resetting the committee charter. Horseman number 3 "The board doesn't follow a regular practice of self-evaluation." Not everyone seeks out constructive feedback, and many resist it. Consider what feedback is needed. Anonymous feedback allows members to speak freely about concerns. The board is entrusted to evaluate and manage itself, and needs to exercise maturity and self-awareness to do so effectively. Peer evaluations from other board members can help with better self-evaluations. Horseman number 4 "The board doesn't tell itself the truth about its culture." Board culture can be defined in a variety of ways, including the norms, expectations, and behaviors of the board. Culture is as powerful as gravity, with massive implications on every aspect of governance. Culture should not be relegated to a soft skill that can be put on the back burner. Board culture can be built in a variety of small and effective ways. Common blindspots in the boardroom Avoidance of conflict causes problems. Tools can be brought in to support board members. A homogeneous board is not ideal; healthy debate and conflict will produce better results. The idea of a CEO answering to multiple bosses can be awkward, but it is part of board protocol. Healthy debate should be encouraged in the boardroom. Psychological safety is an essential component of productive conversations. First steps to addressing the horsemen As a board, be honest with yourself about what's happening. Take five minutes at the end of each board meeting to debrief. Recognize that people have good intentions, but good governance is a process. A horseman can be a powerful, trusted asset to a board. This podcast is powered by FCCS. Resources Connect with Chad Klawetter – Chad Klawetter Connect with Barb Wilkinson – Barb Wilkinson Get in touch – info@fccsconsulting.com "Rarely do we see huge, catastrophic things happen on boards. It's usually something gradual, over time, that leads to a more significant problem." — Chad Klawetter "A healthy board partnership is built on trust." — Barb Wilkinson "Culture is invisible, but also so powerful. Everything else is built upon it." — Chad Klawetter "Having good intentions is not enough. Having good governance is a process." — Chad Klawetter "It will always take team effort for the team and the board to keep moving forward." — Barb Wilkinson
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    42 mins
  • Influencing Without Authority

    Influencing Without Authority
    Feb 5 2026

    There is a path in career advancement that isn't always easy to navigate – the spot between individual contributor and seasoned manager. How can you be an influence at work when you don't have authority? Communicating and influencing effectively requires shifting from a tactical mindset to a more strategic view. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton and Sally Williamson, CEO of Sally Williamson & Associates, Executive Coach, Executive Presence Expert, Author, Speaker and Storyteller. Together, they consider how to influence outcomes and build credibility to move forward, particularly when authority isn't part of your title or role.

    Episode Insights Include:

    Making your influence a top 2026 priority

    • Functional lanes are constantly shifting, and you need to shift with them.

    • Companies want employees who are willing to think outside their lane.

    • Fresh ideas are always welcome, but not always clearly defined by role.

    • Influence is key in making your voice heard.

    • Breaking down lanes is critical to collaboration.

    Supporting vs. partnering on outcomes

    • Centers of excellence support an operating function.

    • As long as experts stay solely in their lane, true collaboration can't happen.

    • Stop supporting outcomes exclusively, and start partnering with leaders of operating functions.

    • Doing so will add value to the ultimate outcome.

    Exercises that expand this skill

    • Learn how to attach to someone else's value.

    • Identify a leader's big goals to stretch your offering to meet their value.

    • Ask curious questions that expand your understanding of the overarching vision.

    Overcoming common challenges

    • Expand your focus from the day-to-day reactions to a larger vision.

    • Consider what you can contribute beyond the task list.

    • Reframe your language about your contributions.

    • Focus less on your task takeaways and more on what you contribute to the conversation.

    Senior leader shifts

    • Bring people along with your big ideas and initiatives.

    • Invite others to join you in the big picture story.

    • Align others in the journey that leads to what you are trying to accomplish.

    • Influence and alignment should be synonymous.

    • Leaders can unlock the power of what others can contribute.

    • "Stay in your lane" should never be the message from a leader.

    Building influence as an introvert or new team member

    • Introverts aren't tentative in their thoughts, they may be tentative to share it.

    • Consider asking another person to share your thoughts on your behalf.

    • New team members only get a few chances to influence at the beginning.

    • Show, above all else, that you can work well with others.

    • Ask questions that show clarity.

    • You didn't miss your chance in the meeting; send follow-up emails.

    • Influence is in the eyes of others, as is resistance – proceed strategically.

    This podcast is powered by FCCS.

    Resources

    Connect with Sally Williamson – Sally Williamson

    Get in touch

    info@fccsconsulting.com

    "Leaders want you in the room for how you think, not just the tasks that you'll take away." — Sally Williamson

    "Focus less on what you take away as a task and more on what you contribute as a part of the conversation." — Sally Williamson

    "Influence doesn't mean calling the decisions. It's creating the environment where a group gets to a decision." — Sally Williamson

    "All of us are bigger than the roles we're in. Shift from what you do to how you think." — Sally Williamson
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    31 mins
  • Cooperative Principles & Leadership Mindset

    Cooperative Principles & Leadership Mindset
    Dec 4 2025
    In a time when organizations are navigating generational change, evolving leadership expectations, and shifting workforce dynamics, cooperative boards have a unique opportunity to lead differently, anchored in values, purpose, and shared ownership. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Vice President of Organizational Development for FCCS Jay Lux, and Angie Coleman, Organizational Development Consultant with FCCS. Their conversation centers around director strategies for connecting with the spirit of cooperative identity so that every choice made in the boardroom strengthens both the organization and the people it serves. Episode Insights Include: What makes cooperative governance distinct? The cooperative structure is made up of the members, for the members. Decisions made by the board directly impact those whom it serves. Boards include member-owners of the organization. Cooperative governance starts with member benefits, not shareholder return. Decisions are made with and for the people that the board serves. Cooperatives exist to create value with their people. The future of cooperative boards As businesses grow in complexity, cooperative boards offer insights into how to best serve their members. Shifting workforce and generational shifts are aligned with what cooperatives value. Board focus is shifting toward what really matters to employees today. The collaborative nature of how organizations are structured and governed is revealing. Key differentiators between corporate and collaborative structures benefit the patrons of the cooperative, rather than the owners. Cooperatives exist to create value with their people. These principles matter in today's current landscape more than ever before. Three leadership challenges that cooperatives address Employees are distrustful of organizations that value profit over people. The triple bottom line affects consumer and employee decision making. Workforce expectations have shifted toward what the cooperative structure offers. The cooperative model is uniquely positioned toward employee expectations. Performance and purpose are effectively addressed by the cooperative model. Board decision-making principles in the cooperative model All seven cooperative model principles may show up in the boardroom at any given time Cooperative boards are focused on long-term viability of the business, and ultimately, the member-owner. Annual returns are positively impacted by the cooperative model. These principles are the foundation for the structure and purpose of the institution. Employee engagement and good governance Employees today expect transparency, participation, and purpose. Employees want to know the why behind decision making. High-performing teams have clear expectations, visibility, and effective feedback loops. When people understand the why, the don't just buy-in, they believe-in. Board decisions need to reflect employee needs. Respectful dissent in the boardroom is addressing conflict done well. Healthy conflict requires getting curious and asking clarifying questions. Shifting governance expectations in the face of leadership transitions and increased complexity Demographic changes for management transitions with the new generation. Growing organization size creates new complexities. Technology advancements are regular conversations in today's boardroom Businesses are run of people, by people. Regulatory landscape requirements have made business operations increasingly challenging. Individual expertise must be balanced with collective decision making at the board level. Effective board and management collaboration and education Preliminary preparation is essential for effective conversations. Engage in robust debate about ideas, not individuals. The executive session is a powerful tool for meaningful board discussions. When in doubt, bring in a subject matter expert. Directors have a responsibility to build regular learning into the boardroom. Annual board performance reviews are essential. Succession planning should be embedded throughout the boardroom culture. This podcast is powered by FCCS. Resources Connect with Jay Lux — Jay Lux Connect with Angie Coleman — Angie Coleman Get in touch info@fccsconsulting.com
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    39 mins
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