Many boards have one or more members exactly who happen to be difficult to assist. Unless resolved, these situations can create real aboard conflict and could eventually result in the loss of that member’s seats on the board. This article plus the related Support Sheet keep pace with offer a lot of strategies for coping with such problems, starting with a frank discourse with that mother board member in private (the chair and the governance committee couch should be accountable for this). During this conversation, it is critical to make clear that the concern is not really personal. It’s the way in which this kind of board member’s behavior interferes with and counters the board’s ability to function as team.
Level 2 — A Weary
Everyone knows the board member who revolutionize corporate productivity drones upon during get togethers, repeating things that were previously heard, and generally being a muddiness to others. This example generally arises because of a genuine concern for the person, and board members can be reluctant to offend them by dealing with them. In the long run, this kind of issue needs to be contained as much as possible, in order that board events are significant, productive, and in many cases fun for all those board participants.
If the individual’s behavior does not improve, the board really should have a honest discussion about this with the couch and/or the governance committee chair, outlining how this kind of behaviour disrupts good decision making and comes with an impact on the board’s forthcoming. It should also be made clear for the problematic mother board member that their activities will be deemed for removing if the plank struggles to control these people effectively. This kind of conversation should be guided by the IMPOTENCE and plank chair, who have should make sure that the discussion is professional and calm.