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Optimizing Executive Committee Operations: Interview with Diane Mautin
An executive coach since 2011, Diane Mautin previously served as Chief Human Resources Officer for 15 years, working across various sectors (luxury, retail and e-commerce, banking) and continents (Brazil, United States, Australia, France).
Her coaching approach is resolutely positive, pragmatic, challenging, and empowering. She is passionate about her work and convinced that everyone can grow and move forward with confidence on the paths they choose to take.
In parallel, Diane serves on Boards of Directors and is actively engaged within Associations.
Shefferd: What recurring trends in executive committee challenges do you regularly encounter?
Diane Mautin: Several trends are emerging. First, for executive committees that already function well, there’s a desire to optimize their performance even further to reach an exceptional level. They seek to enhance collective intelligence to create an optimal working environment. Next, for struggling executive committees, the goal is to improve cohesion and collective operations. Finally, when a new leader arrives or a new team is formed, it’s crucial to create favorable conditions from the start, even if members don’t know each other well yet.
Shefferd: What are, in your view, the main factors behind these challenges?
Diane Mautin: Today, crises are becoming increasingly unpredictable, and uncertainty is constantly present, even in executive leadership. As uncertainty becomes the daily reality for leaders, establishing long-term business strategies becomes complex. Executive committee members become more cautious and must face a layering of crises that plays a major role in destabilizing the leadership team. As each crisis compounds the previous one, the amplifying effect becomes disorienting for all executive committee members.
Shefferd: How do you generally address these challenges?
Diane Mautin: It’s essential to accept and work with uncertainty. To learn to manage this, one must first accept uncertainty oneself and benefit from it. Uncertainty is part of our time, so we must adapt to it. Today, we stand at the boundary between two generations: the younger generation was born with uncertainty, while the older generation was accustomed to moving forward with certainty. We must adopt a fresh perspective, focus on the present and future, while drawing lessons from the past.
Shefferd: How do you manage conflicts and misunderstandings, particularly power struggles, within executive committees?
Diane Mautin: Creating conditions for authentic dialogue is crucial for better understanding and communication. Conflicts often stem from misunderstanding and mutual lack of knowledge. It’s important to put yourself in the other person’s shoes and understand their challenges and constraints. Developing quality relationships and trust through informal moments is also essential.
Shefferd: What ingredients are necessary to have a united and collaborative executive committee, especially during crises or when facing obstacles?
Diane Mautin: Taking time for rest and perspective is indispensable. You must also be convinced that collective intelligence is essential for moving forward. Soliciting input from each member and establishing specific roles in meetings can also help maintain cohesion. Regular feedback is crucial, and you shouldn’t hesitate to train on how to give it effectively. When onboarding new members, it’s important to take time to integrate them, explain how the team functions, and make them feel comfortable.
Shefferd: What are the main advantages and challenges of working within an executive committee in a family business?
Diane Mautin: It’s both exciting and complex. One challenge for someone joining the executive committee without being part of the family is understanding the family context, identifying dynamics, and finding their place. You must succeed in defining the rules of the game and ensuring everyone respects them, whether they are family members or not. You need to speak frankly, listen to everyone, and give each member space.
Shefferd: How can a leader rely more on their executive committee to avoid the loneliness often felt by leaders?
Diane Mautin: It’s essential to favor collective operations rather than a star structure. Promoting cross-functional projects reinforces each member’s role within the executive committee and the company. This way, executive committee members will feel better able to contribute and thus succeed in making decisions if given the opportunity. Decisions should be made collectively as much as possible.
Diane Mautin’s LinkedIn profile: https://www.linkedin.com/in/dianemautin/