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If a board member’s behavior is disruptive and interferes with the board’s ability to function as group, the whole board need to work together to solve the issue. Planning to wait your problematic action – in the hope it can easily improve when their term is up or they may depart by their own choice — may well leave your organization vulnerable.

Challenging board affiliates come in a large number of varieties: the dominator, who attempts to talk over other folks and only figures their own viewpoints; the lose interest, who drones on during meetings and restates items that everybody else has already observed; the naysayer, who contains grudges and tries to thwart every new idea; the box-thinker, who all refuses to captivate alternative opinions; and the absentee, who frequently does not show for or is certainly late turning in assignments.

Often , a problem plank member may be dealt with through open debate and a great reminder for the legal work to fulfill one’s role as being a director simply by contributing to decision-making. During this conversation, it is crucial to be clear and direct in describing the behaviour that is unpleasant. It is also helpful to review board insurance policies and, if possible, consider amending your agency’s Values Statement to include terminology about dealing with people with esteem and courtesy.

If the hard board member’s behavior proceeds, the chair or executive director (in conjunction considering the governance committee) should start a private conversation to discuss how a disruptive actions affect the efficiency of the mother board as a whole as well as the long-term success of your agency. A disciplinary plan ought to be discussed, having a clear knowledge of the steps that may occur in the event the behavior would not change (e. g., resignation, removal).