Better Boards Conference 2014

Dealing With Damn Difficult Directors

Robert Gordon Board Accord

“What distinguishes exemplary boards isn’t structural. It social. They have robust, effective social

systems with a virtuous cycle of respect, trust and candor” – Sonnenfeld - HBR

Boardroom Alignment

• Alignment is the alchemy of success

• The bad news

• The good news

Director - Organisational Fit

• Selection Process

• Board Participation Charter / Code of Good Conduct

• Articulate CULTURE, values, history, purpose and goals

Individual Interior

Individual MindsetsPsychological Influences

Collective Interior

Cultural InfluencesShared Values and Vision

Individual Exterior

Individual actionsBehavioural Influences

Collective Exterior

Systems InfluencesShared Actions and Structures

I It

Its We

Communication

Master Negotiation –Translate your ______ into their ______

Master Communication • Assertion • Listening. • Hard on problem, soft on person –"He missed last week’s deadline" is OK“He’s a total idiot" is not.

Conflict or abuse.Conflict - inappropriate sexual, racial, ethnic abuse or behavior. Not difficult behaviour – harassment.

Understand Group Process

Typologies

Behavioural/Psychological Typologies• DiSC, Myers Briggs, EnneagramBoardroom Typologies• Leblanc – Challengers, Critics, Change Agents,

Counselors, Consensus Builders, Conformists, Controllers, Cheerleaders

• Beck et al – Power – Definition - Subservient – Dominant

Leadership

Chairs • Conductors• Caretakers• CEO / Chair / Board

Developmental ModalitiesAction Logic Characteristics Strengths

% of research sample profiling at

this action logic

Opportunist Wins any way possible. Self-oriented; manipulative; ‘might makes right."

Good in emergencies and in sales opportunities.

5%

Diplomat Avoids overt conflict. Wants to belong; obeys group norms; rarely rocks the boat.

Good as supportive glue within an office; helps bring people together.

12%

Expert Rules by logic and expertise. Seeksrational efficiency.

Good as an individual contributor

38%

Achiever Meets strategic goals. Effectivelyachieves goals through teams; juggles managerial duties and marketdemands.

Well suited to managerialroles; action and goaloriented.

30%

Developmental Modalities

Action Logic Characteristics Strengths% of research

sample profiling at this

action logic

Individualist lnterweaves competing personal and company action Iogics. Creates unique structures to resolve gaps between strategy and performance.

Effective in venture and consulting roles.

10%

Strategist Generates organizational and personal transfor-mations. Exercises the power of mutual inquiry, vigilance, and vulnerability for both the short and long term.

Effective as a transformation leader

4%

Alchemist Generates social transformations. Integrates material, spiritual, and societal transformation.

Good at leading society-wide transformations.

1%

Self Governance

“Between stimulus and response, there is a space.” - Viktor Frankl

• React Vs Respond• Fight, Flight, freeze, flow • The Instructor • The Mirror• Co- operation Vs survival of the fittest

Re-Think /Re-Invent /Re-Launch

Sack ‘em

Intervention

• Chair or Leadership Team• Mediator / Consultant

Re-Think, Re-Invent, Re-Launch

• Board/CEO/Chair Review - Self and Peer Assessment• PD – individual and group

Recalcitrant, incompetent or unethical behaviour – remove

• Constitution - enable the board to remove a member by vote• Term limits - ensures the board renews itself.• Suggest leave of absence in the case of poor attendance

Board Accord

Robert Gordon BEd M Coun GAICDDirector of Programs

m 0405 541 510robert@boardaccord.com.au

www.boardaccord.com.au