Coping with Difficult Board Directors

If a panel member’s behavior is disruptive and interferes with the board’s ability to function as a group, the complete board must work together to resolve the issue. Planning to wait the actual problematic habit – in the hope that it will improve when ever their term is up or they are going to depart by their own volition — may leave your business vulnerable.

Difficult board participants come in a large number of varieties: the dominator, who all attempts to talk over other folks and only attitudes their own opinions; the weary, who drones on during meetings and restates tips that everyone else has already observed; the naysayer, who retains grudges and tries to thwart every fresh idea; the box-thinker, whom refuses to entertain alternative views; and the absentee, who frequently does not show for or can be late turning in assignments.

Frequently , a problem panel member can be dealt with through open dialogue and a strong reminder on the legal work to fulfill one’s role like a director simply by contributing to decision-making. During this conversation, it is vital to be clear and direct in describing the behaviour that is unacceptable. It is also helpful to review board insurance policies and, if necessary, consider amending your agency’s Values Assertion to include language about dealing with people with admiration and good manners.

If the complicated board member’s behavior proceeds, the chair or executive director (in conjunction with the governance committee) should initiate a private chatter to discuss how the disruptive actions affect the performance of the aboard as a whole and the long lasting success of the agency. A disciplinary plan needs to be discussed, using a clear knowledge of the steps which will occur in the event the behavior would not change (e. g., resignation, removal).

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