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
It
I
Individual
Exterior
Individual actions
Behavioural Influences
Individual
Interior
Individual Mindsets
Psychological Influences
We
Collective
Interior
Cultural Influences
Shared Values and Vision
Its
Collective
Exterior
Systems Influences
Shared Actions and Structures
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, Enneagram
Boardroom 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 Modalities
Action 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. Seeks
rational efficiency.
Good as an individual
contributor
38%
Achiever
Meets strategic goals. Effectively
achieves goals through teams; juggles
managerial duties and market
demands.
Well suited to
managerial
roles; action and goal
oriented.
30%
Developmental Modalities
Action Logic
% of research
sample
profiling at this
action logic
Characteristics
Strengths
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 transformations. 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 GAICD
Director of Programs
m 0405 541 510
robert@boardaccord.com.au
www.boardaccord.com.au