Provocare Coaching

The Board of Directors is a critical part of the governance structure in any not for profit organisation. Board members should be supportive, knowledgeable and respectful to each other at all times. Board members should also understand their boundaries and the role they play within an organisation.  So how can you deal with infuriating board members and ensure healthy leadership conduct within your organisation’s Board?

Poor behaviour comes in many forms and often can frustrate the Board from accomplishing their work.

This blog post will provide you with a few tips on addressing poor Board member behaviour and why it is essential for good leadership within your organisation’s Board!

Examples of poor board conduct include:

• Board members whose motivations and reasons for joining the board that is questionable.
• Board members not attending meetings or not willing to do the work in between meetings however happy to run commentary on everyone else’s efforts, cast doubt on people motivations, or undermine the perspective they bring to discussions.
• Board members that make inappropriate snidey comments, play political ‘got ya’ moment games or undermine others expertise whilst overvaluing their expertise and knowledge.
• Board members who have poor listening skills demonstrated by constantly interrupting or speaking over others during discussions rather than trying to understand different perspectives.
• Board members overstep boundaries and interfere with operational issues.
• Board members who do not respect confidentiality and openly share sensitive information discussed in a private Board meeting to other stakeholders or the public.
• Board members who make passive-aggressive commentary

If you find yourself dealing with Board member dysfunction, it is crucial to understand your options to address any poor conduct appropriately.

Dealing proactively rather than reactively will ensure Board member behaviours are managed positively.

• Be open about your feelings in regards to board members’ actions or lack thereof
• Don’t be unintentional or ignore it in the false hope that it will go away
• Focus on Board engagement and ensuring Board members feel they have a meaningful role within an organisation; this will help reduce passive-aggressive behaviour where board members may be angry with one another but not talk about it openly.
• Encourage in-person communication and through the appropriate means of tabling something for the agenda.
• Agree on clear expectations for what Board members are expected to do within and between Board meetings and ensure Board members understand this.
• Ensure the Board have a comprehensive Governance Manual, and code of conduct so each Board Member understands their role, responsibilities and the organisation’s values. This will eliminate any misunderstandings between Board members on acceptable behaviour or how they should conduct themselves during Board meetings.
• To address Board Members poor behaviour, it is essential to pinpoint what specific behaviours are upsetting and how these impact other board members or staff. Once you have this information, you can address Board Member behaviour.
• Remember often, people may not be aware of their actions’ impact on others, and a simple conversation can resolve most issues.
• Providing adequate training and utilising expert facilitators for difficult conversations can often help defuse emotionally charged conversations.
• Ensure that when problems do arise, Board members are willing to work towards solutions that all Board members can agree on. Foster a culture of the Board working together against a problem, not against each other.
• Ensure Board issues or concerns are raised privately and confidentially, so there is no risk of negative commentary being shared with the broader public.
• Conduct exit interviews for board members and ensure corporate memory is documented, retained and understood.

We need to be reflective and in tune with the Board’s behaviour. The way we behave as a board of management can impact how well our organisation does, not just financially but also internally. If you are experiencing any challenges or difficulties when it comes to your board members, I encourage you to take steps towards building a positive environment for everyone involved by addressing poor behaviours before they escalate into something more serious. Be thoughtful about what kind of culture you want your organisation to foster and make sure that all members feel valued and respected at work because this will pay off dividends down the road!

What poor board behaviour have you witnessed? and how did you address it?  how do you proactively foster a good team spirit within your board.?

Please share your thoughts below