Board Dynamics

What is Your Director Personality?

There is a growing understanding that board behavioural dynamics are a central driver in producing strong organisational outcomes. Every board will demonstrate different behavioural dynamics. These differences are both between boards and within the one board over time. However, boardroom dynamics is often a difficult area for boards to address when they go awry. Four important drivers impact board behavioural dynamics: The specific issues facing the board at the moment; The impact of both the organisational and board cultures; The individual personalities of the chair and the CEO and how their personalities interact; The personalities of the directors and, to a lesser extent, the roles and personalities of the company secretary and members of the senior management team such as the chief financial officer.

Avoiding Unspoken Issues – Part 2

In the first article of this series I offered an ad hoc research sample from the Better Boards Conference which suggested that we may all have an elephant in the board room that we are not prepared to discuss, or may lack the tools to address. I also outlined some common themes of unspoken issues. In the second article in this series, I will discuss some general tactics for avoiding unspoken issues undermining board performance.

Dealing with Unspoken Issues at Board Level – Part 1

Q: How to do you know when you have passed an elephant? A: You cannot get the toilet seat back down. (Anon children’s joke) At the Better Boards Conference my presentation focussed on dealing with unspoken issues at the board level. Everyone was asked to identify if they had unspoken issues. An overwhelming majority said they definitely had unspoken issues that weakened the board and the remainder thought that they might have them.

The Board and the CEO Relationship

The relationships between all stakeholders are essential to the overall health and wellbeing of an organisation. However, the relationship between the Chief Executive Officer (CEO) and the Board of Directors (Board) is the most crucial, and the state of this relationship has potentially the greatest influence on organisational success. For this relationship to work well, it must be one of negotiation, consideration and understanding of the role and perspective of the other.

Board culture: breaking bread and barriers

In our previous article, we wrote about developing a culture of learning and continual improvement on boards. An important part of encouraging the kind of openness and questioning that’s required for a learning culture is ensuring that the board is a ‘safe space’. Sadly, there are many boards in the community sector that don’t really feel that safe for new members. Whether it’s different factions disagreeing and struggling for power, or a director who has been on the board for decades and passionately disagrees with any attempts to change direction, or a hostile relationship between the board and the executive director, the fact is that boards are teams of people, and teams often have difficult dynamics.