Coping with Difficult Table Directors

If a plank member’s actions are disruptive and interferes with the board’s ability to function as group, the entire board must work together to solve the issue. Trying to wait your problematic habit – inside the hope it can easily improve once their term increased or they are going to depart by way of a own volition — might leave your business vulnerable.

Hard board users come in many varieties: the dominator, who attempts to talk over other folks and only prices their own thoughts; the weary, who drones on during meetings and restates things that all others has already read; the naysayer, who contains grudges and tries to circumvent every new idea; the box-thinker, who refuses to entertain alternative views; and the absentee, who regularly misses or is normally late turning in assignments.

Often , a problem plank member may be dealt with through open dialogue and a strong reminder in the legal duty to fulfill your role being a director by simply contributing to decision-making. During this conversation, it is vital to be clear and direct in describing the behaviour that is unsatisfactory. It is also helpful to review board packages and, if possible, consider amending your agency’s Values Declaration to include dialect about treating people with respect and good manners.

If the complicated board member’s behavior persists, the chair or account manager director (in conjunction with the governance committee) should trigger a private talking to discuss how the disruptive actions affect the success of the board as a whole and the long lasting success of your agency. A disciplinary plan need to be discussed, which has a clear knowledge of the steps that will occur in the event the behavior will not change (e. g., resignation, removal).