If a board member’s behavior is disruptive and interferes with the board’s ability to function as group, the complete board must work together to resolve the issue. Attempting to wait out the problematic patterns – inside the hope that it will improve when ever their term is up or they will depart by their own choice — may leave your business vulnerable.
Difficult board members come in a large number of varieties: the dominator, whom attempts to talk over other folks and only attitudes their own thoughts; the bore, who drones on during meetings and restates things that everyone else has already listened to; the naysayer, who supports grudges and tries to thwart every fresh idea; the box-thinker, who also refuses to captivate alternative opinions; and the absentee, who on a regular basis yearns for or is late turning in assignments.
Frequently , a problem board member could be dealt with through open conversation and a very good reminder of the legal responsibility to fulfill your role as being a director simply by contributing to decision-making. During this conversation, it is important to be clear and direct in describing the behavior that is unacceptable. It is also useful to review board policies and, if possible, consider amending your agency’s Values Statement to include terminology about dealing with people with dignity and good manners.
If the complex board member’s behavior carries on, the couch or business director (in conjunction together with the governance committee) should start a private talking to discuss the way the disruptive behaviors affect the efficiency of the panel as a whole and the long term success of the agency. https://theboardmeeting.blog/revolutionize-corporate-productivity-with-the-right-business-management-system A disciplinary plan should be discussed, which has a clear comprehension of the steps that could occur if the behavior will not change (e. g., resignation, removal).
