When you’re serving on a board, sometimes it’s difficult to please everyone. No matter how hard you may try, it seems there’s always someone that seems to be working against the common goals of the board and the association.
Whether well-meaning or not, it’s important to identify the reasons behind the board member’s disagreeable behavior or gruff demeanor. What has prompted it? Is it something that’s been ongoing or has it suddenly started? If it’s just begun, perhaps it’s due to the introduction of a new board or staff member or maybe a new project or initiative that’s been proposed that the member finds objectionable.
First, ask some questions:
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- Does the board member understand the role? Has a thorough board orientation been conducted?
- Does the board member understand the difference in roles between boards and staff?
- Has a code of ethics been explained and if required, signed?
- Has a code of conduct been reviewed?
- What are the concerning traits the board member exhibits? Micromanaging, inattention to board matters, poor attendance, lack of confidentiality, unwilling to compromise or listen to others?
- Is there a secret agenda or conflict of interest?
- Is the board member’s disruptive behavior keeping the board from accomplishing things?
- What does the board member’s past record of service to the organization look like?
For Officers and Board Members:
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- Speaking peer to peer, ask why the board member joined: professional growth, leadership opportunity?
- Ask for a definition of the board member’s ultimate goal in serving? Is there one?
- Explain the difference between the board role of strategic oversight vs.the staff’s role of day-to-day administrative management.
- Find common ground. Explain how you’re both working to grow the organization.
- Be frank. Keep it private. Ask for a definition of the member’s concerns. Identify and isolate the problem.
- Discuss goals for the organization and ways to achieve them.
- Listen, even if it’s difficult to find agreement; acknowledge differences.
- Consider assigning a special task to the member to demonstrate commitment and trust; ask for updates at subsequent meetings.
For Professional Association Staff:
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- Make sure you have determined the best method and timing for communication. Is it email, phone call, weekly, monthly, etc.
- Follow up on all requests with the board member. Do what you say you are going to do.
- Establish trust to minimize micro-managing. This can take time.
- Ask for a definition of concerns. Ask how you can do better.
- Make sure roles are clearly defined.
- Acknowledge that perfection is elusive and sometimes things can fall through the cracks.
- Find out what the board member’s goals are, pinpoint strengths.
- Listen to the suggestions; be flexible. Ask how you can help. Provide an update after you’ve investigated the cost of the suggestion, amount of staff time involved, overall workability, similarity between programs already established, etc. for the board member to evaluate and determine the next steps.
- Stay out of any board meeting disputes that should be handled peer to peer; suggest the board member speak with the president instead.