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Where’s the problem?
Difficult board member or ‘healthy dissenter’?
or Is the whole board in trouble?
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Difficult board member or ‘healthy dissenter’?
Has the board lost focus? Are meetings badly run? Are Board agendas poorly developed
and/or not followed? Is the Board culture closed or open? Is the trouble maker really a ‘healthy
dissenter’ trying to refocus the board?
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Boards in trouble
Create negativity and disagreement Can be dominated by cliques and
factions Take problems outside the boardroom Clash with staff and stakeholders Need expert help to work through the
trouble
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Difficult board members
Can disrupt the work of the board Promote conflict May have personal agendas, behaviours
or conflicts of interest that prevent them from being effective board members
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Grin and bear it?
“Fearing the pain involved, almost all of us, to a greater or lesser degree, attempt to avoid problems. We procrastinate, hoping that they will go away… We attempt to skirt around problems rather than meet them head on.”M. Scott Peck, The Road Less Traveled
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
The case for action
Difficult board members caneclipse the talents of other board membersstifle fresh contributionsundermine efforts to recruit new peoplefrustrate valuable staff membersblock healthy growthwaste valuable resources of time and talent
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Who should act? The responsibility for the board’s effective work –
both governance and support – is the
responsibility of the Executive Director [CEO] Peter Drucker
Sometimes a board will “follow” a strong staff. Sometimes it will lead the organization. Ideally it will demonstrate flexibility in continually redefining its partnership with management…Executive Directors
Guide, Third Sector New England, Boston MA
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Managing trouble
Requires: the combined efforts of all board
members - not just the chairperson Courage and conviction Skill development
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Focus on behaviour
beware labelling and isolating “the one with the problem” from “normal us”
focus on difficult behaviour and try for face-saving solutions
deal with the negative consequences of behaviour rather than condemn the individuals who display it
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Some troublesome behaviours Board member is regularly absent,
arrives late or is unprepared Board member confuses roles and
responsibilities with those of the CEO Board member discloses confidential
information and/or criticizes the organisation in public
Board member bullies or displays a controlling personality
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Some strategies for change Develop position descriptions for board
members and keep boundaries clear Develop effective feedback skills Be prepared to speak up about what the
problem is, why and what you would like to change
Call in an expert Check the legal issues Stay calm and carry on!
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Help the board to change Reserve board meetings for work that has
meaning -use a consent agenda Communicate efficiently – short sharp reports Use IT systems well Help the Chair establish rules for discussion so
that ‘time vampires’ are controlled Clarify perceptions & positions so that robust
debate generates options rather than road blocks Research learning opportunities for the board
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
Preventative strategies Carefully recruit new board members with:
Humility and self-awareness A sense of humour An ability to see the big picture and think strategically Emotional maturity Good communication skills A learning orientation to board work
Provide a trial period and set term limits Form a board development committee Develop a Board Code of Conduct and enforce it Establish a termination process Incorporate conflict resolution and consensus-
building strategies
July 2012 Sallie Saunders, Building Better Boards Pty Ltd
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