Date post: | 17-Dec-2015 |
Category: |
Documents |
Upload: | rudolph-griffin |
View: | 214 times |
Download: | 0 times |
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
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.
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
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 [email protected]
www.boardaccord.com.au