Having hard conversations with misbehaving board members

Like it or not, there will be at least one instance in your tenure as board chair where one board member is either not adequately fulfilling their obligations or their behavior in and out of board meetings is disruptive and counter-productive to the organization.  A few examples;

*A board member misses two meetings in a row, attends one meeting, then misses two more.  This board member declines to serve on a committee or participate in a one-time assignment or task that either the board chair or executive director asks of them.

*A board member routinely interrupts others during meetings, hijacks the meeting with personal stories or goes down a rabbit hole on a tangent. 

*A board member disagrees with a particular decision the board has voted in the affirmative on, cannot accept the decision and continues to try and persuade board members to reverse the decision. 

*A board member talks negatively about the board, the organization or staff publicly. 

In my opinion, it is a best practice to have a conversation with the board member sooner rather than later.  A board member’s negative actions and behaviors can have a significant effect over time, dragging the board and potentially the organization into chaos.

Depending on the situation, there are several different approaches I recommend. 

*If you’ve noticed a concerning behavior trend, then have a one to one conversation.  First, let them know that you have some concerns you want to talk with them about.  Being honest up front is fair.  Always bring specific examples of the actions and behaviors that are concerning and explain their negative impact on the board and organization.  Ask if their board service is fulfilling for them.  The answer can be a good jumping off point for a deeper conversation about their thoughts and actions.  This is also an opportunity to review your board’s norms for conduct!  These norms provide a framework for your conversation.

*If the board member’s actions and behavior demand immediate intervention, it’s smart to have another board officer present and participating in the conversation.  Reviewing board norms is a good starting point for the conversation along with specific examples of the troubling behavior.  However, care must be taken to not back the board member into a corner. 

*In all instances it’s important to write a short and detailed summary of the conversation for your notes.  It’s also a good idea to write a summary and send to the board member, listing any questions or action items that were agreed upon during the conversation.

*Termination? If the board member’s behavior isn’t improving, I recommend the board’s executive committee and executive director meet to decide if the board chair should ask the board member to resign.  If the board member refuses to resign, a last resort is to use the termination of board service provision in the bylaws. (In my own experience, I have never had to use that tactic.) 

Honest and kind conversations can help turn around a board member’s behavior.  Many people don’t realize that their actions are negative and so a bit of compassion and awareness on your part as board chair can go a long way in solving the problem at hand.