4 ways to build a culture of transparency, trust and respect between board and management
Debbie Morrison • February 8, 2023

When it comes to company culture, we often focus on the role of employees. But in fact, a key component of building a positive corporate culture is ensuring that the relationship between management and boards works smoothly. This can be particularly challenging for companies that have undergone rapid growth or are transitioning from startup to scale-up organisation. 


A CEO who has grown up in an environment where everyone worked together in one office may find it difficult to suddenly manage geographically dispersed teams that require frequent face-time with board members. On the flip side, directors may not understand their responsibilities as leaders on their own teams or within broader organisations at large. Here are some tips for building better communication between boards and management:


Management and boardroom harmony begins with communication.

Communication is a two-way street. The CEO and the Board of Directors are equally responsible for communicating with each other. This can be difficult, especially when executives and management teams are busy running the company day-to-day and board meetings are not happening regularly. However, it's important to remember that communication is a key component of any good relationship.


The first step in building trust between you and your board members is ensuring that they have access to everything they need from you so that they can have confidence in your leadership and execution abilities. They need timely updates on anything happening within the business or outside of it (e.g., new products, sales figures, customer/community sentiment). 


If necessary, make sure someone from the management team (ideally the CEO) regularly attends board meetings so there isn't any confusion about what's going on within the company at large or within specific departments/units/business lines/etc.


Encourage informal communications.

Informal communications are a great way to keep board members in the loop and an effective way to build trust and respect between executives and the board. In addition to the more formal meetings and calls with executive leaders, encourage informal communication via email, chat, phone or video conferencing so that you can pick up on any red flags early on. This will help prevent miscommunications when no one is monitoring what's happening in the organisation.


Give executives the tools and the support to thrive.

The best thing you can do to build a positive culture of transparency and trust is to provide your executives with the tools they need to do their job. This includes giving them adequate resources, as well as support when they need it. If your executive team has been struggling lately, consider rewarding them by offering training for growth and development. While this might sound expensive, remember that helping your employees grow within their roles will actually save time for everyone involved in the long run—as long as those employees are happy with their work environments.


Keep lines of communication open year-round.

While the need for transparency, trust and respect is obvious during every board review process, it’s important to keep these lines of communication open year-round. That way, you’ll be able to get a sense of how the board feels about the leadership team before any big decisions come down the pipe. Board members can also communicate when they think something needs to change or what they think could be done better so that everyone is on the same page going forward.

In addition to keeping lines of communication open throughout the year, there are some key things that boards and management should do together in order to build strong relationships:

  • Proactively make time to communicate regularly with each other

  • Be empathetic—don’t take things personally! It's not personal when someone disagrees with you; they're just giving their opinion based on their experience and expertise



When management and boards work in tandem, everyone wins.

Building a culture of transparency, trust and respect between the board and management is not only good for the organisation, but it’s also good for individual executives. The board needs to know that they can rely on the executive and management team to tell them what’s going on – good and bad. When there are no secrets between the two groups, everyone wins.

Here are four steps to get started:


  • Encourage informal communications between your management team and the board chair. There may be times when an informal conversation is more appropriate than sending out a formal update email or presentation deck.

  • Give executives the tools they need to communicate effectively with the board members who report directly to them (the CEO), as well as those who don’t report directly (audit committee members). You should also help them understand each other's roles so there are no misunderstandings about whose role it is to take actionable steps in response to issues uncovered during a review process or audit engagement.

  • Keep lines of communication open year-round -- not just when audits happen. That means communicating regularly throughout your fiscal year so people can share information openly without fear of being reprimanded or penalised if something goes wrong later down the road due simply because nobody knew about it until then.


If you want your company to thrive, then you need to foster an environment where trust and respect are the norms. This might sound like an uphill battle in some organisations, but it doesn’t have to be if you take a proactive approach that includes communicating openly with each other at every level of the organisation. By doing so, both boards and managers can work together toward a common goal: making sure that everyone on staff feels valued and appreciated for their contributions to the business.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.