Prayers in board meetings, church services for corporate events do not deliver heavenly performance

By Hene Aku KWAPONG & Henry ADDISSON

On July 19, the World Economic Forum was sued by an employee for workplace discrimination and intolerance that made it difficult for so employees to advance in their careers because of the forum’s prevailing work environment.

This came after the Wall Street had reported that the institution has allowed festering an atmosphere hostile to women and black people, with some alleging sexual harassment, pregnancy-related discrimination and racial discrimination. This problem cannot happen except in an environment of weak oversight or one, where certain practices are allowed to become prevalent because of a void in institutional courage on the part of the board and management. The World Economic Forum is now facing a major governance crisis that has resulted in a full-fledged investigation by an independent external entity.

Collectively we sit on boards in Denmark, Australia, US, Ghana and UK, but interestingly we do come across many more corporate governance issues in Ghana than in those places. Corporate action enforcement and strong protections for stakeholders probably have something to do with it. In addition, the strength of institutions in those countries and institutional courage happen to be more pervasive in those societies.

The fledgling Ghanaian corporate environment unfortunately is beset by a slew of cultural challenges that keeps holding corporate governance back, and we would like to address a particular one that destroys institutional trust. This challenge also has potential to create

unhealthy work environments and related corporate governance issues for companies.

In the context of secular corporate governance, it is essential to maintain clear boundaries between personal religious beliefs and professional responsibilities. However, this is not the case in Ghana. Christian prayers are held before and after all board meetings, a practice not backed by corporate policy.

Then there is the church services that masquerade as corporate events throughout the year. Some CEOs, Board Chairmen and Board members who self-identify as Christians, who erroneously see a Christian ubiquity in Ghanaian society and are apparently blindsided by the secularity of, champion these practices the Ghanaian Corporate environment and the State.

What if corporate board meetings also permitted meditation, Sufi prayer, pouring of libations, or chants before discussion of company matters? The leadership of any institution such as Board Chairmen and CEOs wield enormous power and influence over their respective organizations. Their actions are often unchallenged or second-guessed, so they have enormous influence on corporate culture. As a result, most corporate meetings in Ghana have picked up the practice of also beginning and ending with Christian prayers.

The practice of Christian prayers before and after meetings creates a conundrum for non-Christian employees because these employees are compelled to participate in beliefs that are antithetical to their own beliefs. It also raises important corporate governance issues because would the careers of non-Christians be adversely impacted if they do not participate in these Christian prayers or often church services sanctioned by the company?

For a CEO, your leadership actions over employees of diverse faiths can influence institutional performance and the ability to retain or attract talent. For those who self-identify as Christians and want to insist on praying by virtue of the corporate influence they hold, it begs the question “what will Jesus do”?

 

The answer is found in the pages of the good book where there is not even a single example of Jesus praying in a group meeting. He always opted to pray alone by himself. In fact, he backs that up by offering the instruction in Matthew 6:5-6 that one goes into their private room close the door and pray in private where their God is more likely to listen to them.

You do not impress anyone by engaging in public displays of prayer, especially because you have the power to do so, with complete disregard to the religious sensitivities to your staff.

There are many stories in the New Testament where Jesus kept worship and corporate or business transactions separate. For example, in Matthew 21:12 Jesus chased those engaging in business transactions out of a place of worship to make it clear that the place of worship can never be turned into a place of business. Interesting, he also cautioned one of his closest disciples that his fervour for worship cannot colour his responsibility to business; “give unto Caesar, what is Caesar’s, and God’s what is his”.

 

It is an abuse of CEO and Board members power if they impose their beliefs on employees of their organizations and in contravention of corporate governance rules.

For a leader, the risk in-group prayer is that it can generate herd mentality among board members – the very thing you do not need on a Board. They must discourage behaviours that could dilute the independence of board members or create the appearance thereof.

Let us outline a few reasons why a board of a secular company should not incorporate prayers in board meetings.

Religious hubris or radical respect

Board members are selected based on their professional expertise, domain or related experience, and ability to add value to the oversight responsibilities anticipated by stakeholders. No one is chosen based on their fervour to pursue their own private interests or promote private practices that have nothing to do with the institution. Members are not chosen for their capacity to meditate, lead a Bible prayer, recite the Quran, and perform a Buddhist prayer or their personal faith. On the other hand, will it be okay for board members or the company to start pouring libations to honour earthly gods because senior people are okay with it?

It is therefore paramount for the healthy development of the institution to work to create an environment that engenders respect for others, sensitivity to others, great awareness, inclusiveness and environment where bullying does not occur by virtue of majority tendencies that have nothing to do with the values of the institution. That is how institutions grow and end up working for all. That is what we call radical respect.

 

The introduction of religious practices in board meetings imposes an expectation that has no relevance to the qualifications or the roles of the board members. This also places undue pressure on individuals who may not share the same religious convictions, creating a potentially uncomfortable and divisive atmosphere.

It takes great institutional courage and self-awareness for a leader to set aside their own dogmas to dispense of the responsibilities they have been trusted with to lead and be the voice that safeguards everyone’s opportunity.

Respect for company time

A board meeting is an official, scheduled corporate event. If the meeting is set from 9 AM to 12 PM, it is incumbent upon the board members to use this time exclusively for corporate matters. Incorporating unrelated activities, such as prayers, detracts from the efficiency and focus required for the board’s responsibilities.

 

Conversely, it is paramount for your own authenticity to respect your private faith as well. There is nothing wrong with believing that you need to pray for yourself before any meeting or event, but to assume others also need it irrespective of whether they agree or not is to seek to bully them into your personal space. Give onto the company what it requires of you. That is the lesson Jesus admonished his follower Peter when he was tempted to impose his views with respect to responsibilities that had nothing to do with his faith.

Upholding honesty and fidelity to the company’s time is crucial for maintaining professional integrity and productivity. Additionally, performing personal religious activities on company time risk setting set a precedent for other nonbusiness- related activities to encroach on meeting time. Case in point is a complaint from some Ministry of Finance employees that they have begun seeing Adhan prayer calls for afternoon Salah at the ministry.

 

Our new minister for Finance is a Muslim so what exactly seems to be the problem when your prior minister busied himself with prayers and bible verses on government documents? Institutional courage and wisdom that ensures the effectiveness and longevity for our institutions to work for citizens is what we are asking for.

Fiduciary duties, shareholder interests and ethics

The primary role of the board is to represent the shareholders’ interests and uphold their fiduciary duties. This includes ensuring that all actions taken are in the best interest of the company and its stakeholders.

For non-Christian stakeholders—the knowledge that prayers are conducted as a collective practice in board and corporate meetings could raise concerns about inclusivity and representation. This practice may even open the board to legal risks related to religious discrimination or exclusion. Furthermore, it could alienate stakeholders whom might feel that their beliefs are not being respected or considered, potentially leading to disputes and loss of trust in the board’s governance.

 

There are also legal and ethical considerations to take into account as well.

Many countries have laws and regulations that separate religion from business and government practices to protect individuals’ rights to freedom of religion and belief. Incorporating prayer into board meetings could potentially violate these principles and expose the company to legal challenges. Ethically, the board has a responsibility to ensure that all members feel respected and included, regardless of their religious views. More importantly, the board must follow corporate governance policies.

Pluralism and inclusivity or conflict and division

The board serves a secular institution and represents a diverse group of shareholders with varied religious beliefs. To foster an inclusive environment, it is vital to respect the pluralistic nature of the shareholders.

 

By avoiding religious practices during board meetings, the board can set a vision and guide the executives in a manner that includes all stakeholders, regardless of their personal beliefs. An inclusive approach strengthens the company’s reputation and supports a positive corporate culture that values diversity and mutual respect.

Introducing religious practices into board meetings can lead to conflict and division among board members. Differences in religious beliefs can create tension, detracting from the collaborative spirit necessary for effective decision-making. By keeping meetings secular, the board can ensure that discussions remain focused on business objectives and are free from personal biases and conflicts driven by religious beliefs.

Setting a professional standard

A secular approach to board meetings sets a professional standard for the entire company. It signals that the company values professionalism, inclusivity, and respect for diverse perspectives. This approach can enhance the company’s reputation, attract a broader range of talent, and foster a positive work environment.

 

Unfortunately, in many institutions there is a tendency for managers to mistake adherence to corporate policies to demands for conformity. In the process, biases, prejudices and bullying become a risk to a supportive environment for careers. The worse of it happens when there is righteous shaming that begins to develop because of religion having overhang in corporate spaces.

You get those with biases saying I am just practicing my faith, then those with prejudices say I did not mean to offend you with my faith, and those who show disregard and do it anyway, abusing their stature. The only folks who can muster the institutional courage to prevent these from creating a toxic environment are the ones who responding to and addressing these an expectation for everyone and demand it.

Another critical question arises: Does the company need prayers to compete effectively in the market? If prayers are deemed essential, should the company then employ spiritualists and religious figures to pray for its success, and should these activities be documented in company records?

Many successful companies thrive without intertwining religion with their secular responsibilities. To ensure fairness, inclusivity, and focus, board members should reserve personal religious practices for their private time and dedicate board meetings to the professional governance of the company. By doing so, they honor the secular nature of the institution and the diverse backgrounds of its shareholders. Maintaining a secular approach to board meetings supports the company’s long-term success by fostering an inclusive, respectful, and focused environment for all stakeholders.

When all is said

The idea, i.e., the practice of prayers at corporate and board meetings, seems impractical and misaligned with the professional objectives of corporate governance. Board members must act solely in the interests of the company and its stakeholders, including shareholders, regulators, creditors, and others.

 

If prayers are genuinely in the company’s best interests, this should be explicitly stated in the company’s governance policies. However, it is more reasonable for board members to engage in personal prayers at home, ensuring that board meetings and corporate events remain secular and focused on business matters.

If you feel a need to pray, then do what you do at the airport sanctuaries before you get on your flight; “go into your room, close the door and pray to your Father, who is unseen. Then your Father, who sees what is done in secret, will reward you”.

, an International Economics Lawyer and Policy Adviser, Canberra,

A leader, called to the Bar of England and Wales

Henry is an international Economics lawyer and Policy Advisor, Canberra, Australia. A leader called to the Bar of England and Wales (Inner Temple).

Hene is a visiting professor of International Business at the Quinnipiac University School of Business and Fellow at CDD-Ghana. He is also Managing Partner at the Songhai Group and founded The Practice School, an executive management skills company.

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