If a table member’s actions are disruptive and interferes with the board’s ability to function as a group, the entire board must work together to solve the issue. Looking to wait out your problematic patterns – in the hope it can easily improve the moment their term is up or they are going to depart by way of a own volition — may leave your company vulnerable.
Complicated board associates come in various varieties: the dominator, whom attempts to talk over others and only ideals their own viewpoints; the bore, who drones on during meetings and restates factors that everybody else has already learned; the naysayer, who holds grudges and tries to forestall every fresh idea; the box-thinker, just who refuses to entertain alternative viewpoints; and the absentee, who on a regular basis does not show for or can be late turning in assignments.
Frequently , a problem table member may be dealt with through open discourse and a powerful reminder from the legal job to fulfill one’s role to be a director simply by contributing to decision-making. During this conversation, it is necessary to be clear and direct in describing the behaviour that is unpleasant. It is also useful to review dealing with board directors board regulations and, if necessary, consider amending your agency’s Values Assertion to include vocabulary about treating people with esteem and good manners.
If the problematic board member’s behavior persists, the seat or management director (in conjunction while using governance committee) should initiate a private talk to discuss how the disruptive manners affect the success of the table as a whole and the long term success of your agency. A disciplinary plan needs to be discussed, with a clear understanding of the steps which will occur if the behavior does not change (e. g., resignation, removal).