When board members start micro-managing the organization, getting involved with operations, picking fights at board meetings, bullying staff and other board members, putting their own agenda ahead of that of the organization’s, running roughshod over the Executive Director, and controlling board meetings, you know you’ve got a problem. And nothing good can come from it. Instead, if left unchecked, you could very well end up with alienated staff and board members, the eventual loss of good people, a derailed mission and plans, and at the very least, a dysfunctional and toxic work environment.
So if you find yourself in this situation what can you do?
First of all, it is going to take a strong leader to manage and mitigate the damage caused by a rogue board member. It is exactly this kind of situation when you get to see what your board chair is made of and if they have the mettle to deal with it. But start by bringing the behavior to her attention if she is not already aware of it.
Secondly, it is going to require clear vision to recognize and acknowledge the situation - whether it be first hand or listening to others and then checking the validity of the data.
Thirdly, it is going to require swift action to resolve the situation with the least amount of damage as possible with the best interests of the organization in mind. You don’t want to always be in the situation where you are having to walk on eggshells with a potentially explosive personality. But having a private meeting between the board member in question and the board chair may be enough to draw their attention to what has been happening and to get them refocused on the mission at hand. As a board chair, deal with this situation as you would with anyone you manage. Make the decision whether rehabilitation is worth the effort and whether there is a reasonable expectation that it will be successful. It may end up better to cut your losses quickly by asking the rogue board member to leave than to try and not ruffle anyone’s feathers. Understand the possible repercussions of either decision and resulting actions and be prepared to deal with those as well. The board chair should also keep the other board members in the loop as to what is going on so that they feel supported and can give appropriately and professionally support the decision.
You may also consider getting outside legal help to make sure that you are dealing with the situation according to your by-laws.
Here are some ways to prevent board members from going rogue in the first place:
Have good recruiting and screening processes for new board members in place so that you attract the right kind of board members
When onboarding a new board member, provide them with clear expectations and roles, verbally and in writing, in a standardized and required orientation process
Continue to provide board members with ongoing training opportunities on board governance
Elect a strong board chair who has strong people management and communication skills, a strong vision for the organization and is mission-driven
Ensure the organization is working from an updated strategic plan that drives board and staff members alike with clear delineation of responsibility for achieving the plan
Get your copy of The Only 3 Roles and Responsibilities of Board Members to help guide your board.
This week, my youngest son went off to a week-long sleep-away camp for the first time. Of course, he was a bit nervous but mostly excited to spend a week with one of his best friends, without his parents, learning to rough it in the great outdoors.
At the same time we were getting him packed for camp, I was getting ready to attend a conference. Upon reflection, I was struck by the parallels between the two experiences:
Just like for camp, when considering attending a conference, you look for ones that offer something of interest, in your field or a related field, is appropriate for your experience level, somewhere you can easily travel to, at a time when you can take the time away from work and at a cost that you can afford.
Once you narrow down the options, take the plunge and make a decision, register before it is full, and commit to the investment of time and money knowing that it will benefit you in the long run.
Once you sign up for a conference, ideally you should get a “welcome packet” as well that gives you more information about the theme for the conference, what’s going to be happening (so you have a better idea what to pack), who’s going to be there (speakers and perhaps attendees as well), where it’s going to be held and where to stay. The information you receive should answer all your logistical questions. Go through all of the information thoroughly when you receive it in order to make all the necessary arrangements for your trip./li>
Leading up to going to a conference, think about what your expectations and goals will be for attending. How many people do you want to make a point of networking with? Anyone in particular (if you have access to the attendee list)? Which workshops do you want to attend and what do you hope to learn from them? Will there be an exhibitor hall? If so, take a look at the list of vendors and start thinking about who you might want to connect with there. Start building up excitement about going and set some goals for yourself. Get prepared mentally at this stage. And set some expectations with your boss and colleagues, if you can, about people from work not contacting you while you’re away (or the kinds of emergency situations that it would be ok to contact you about) and who will be the point person, instead, in your absence.
Being free from distractions allows you time to reflect and plan, much needed activities but ones that we don’t often get or allow ourselves to do in our overly busy schedules. When you get back to work, see if you can continue to schedule in distraction free times to continue this habit.
Of course, it is also a time for fun and learning. Take advantage of all that the conference has to offer so that you keep up with the latest trends in your field, take away best practices, pick up nuances in service delivery, brainstorm solutions for issues you are having at your organization, engage in philosophical discussions related to your industry while being open to differing viewpoints, and bring home resources that will help your organization in achieving its mission.
When you go back home and back to work, you have a number of new ideas, skills and experiences to share with others, some of which will easily translate and some of which won’t with people who didn’t attend the conference with you. Some things will end up taking more time to share (and possibly get buy in for) than others.
There may also be an adjustment period for you getting back – inboxes full of voice messages and emails, people waiting for your responses, maybe even some fires to put out. So allow for all of this in your planning.
You will naturally be excited about all that you learned and did at the conference. Remember, though, Rome wasn’t built in a day. Pick one or two ideas that can easily be communicated and implemented to keep up the momentum that you have going. Make a list of other ideas to tackle that may take longer or are more complicated and will take more steps to achieve.
Being surrounded by diverse yet like-minded people in your industry and spending time with colleagues from other parts of the country or world and learning about what they’re doing is much like going to summer camp – an enriching experience that’s good for the soul. I highly recommend attending conferences on a regular basis as an investment in yourself and in your organization. It can take you out of your comfort zone and bring you some new and refreshing ideas.