When Boards Behave Badly
As a coach, I often see the deep impact of board leadership on my executive coaching clients. Sadly, at times, this impact is not positive and lapses in leadership judgment have left my clients and the general public scratching their heads in confusion. So today, I’m turning the lens away from the leadership issues that our coaching clients face to leadership issues that their boards face. Why? Because leadership on the board is just as critical as leadership of the organization for which they hold fiduciary responsibility.
To that end, here are some quick leadership refreshers to course correct bad board behavior, especially during critical leadership times:
- Know Your Place: Understanding what role you play as a board member and the boundaries associated with that role are fundamental to demonstrating effective board leadership. Board members who constantly overstep boundaries undermine the organization’s leader. On the flip side, board members who shy away from making tough decisions handicap the organization from moving forward to meet its strategic goals. Knowing one’s place on the board especially vis a vis decisions, the organization’s leader, and each other will help drive leadership behavior in a productive manner.
- Be Clear: While it’s important to know what to expect of your role and each other, it is just as important to be clear about what you expect of the organization’s leader. Does the organization’s CEO, president, or executive director understand what is expected of him or her? Is there alignment on the direction in which the individual is leading the organization and what metrics will be used to measure performance? The relationship between the organization’s leader and the board can be much more productive when there are aligned expectations about what needs to happen and how success will be gauged.
- Check Your Ego at the Door: Let’s face it – – being on a Board is a prestigious feat. Another emblem of professional and personal success. And while you bring tremendous value to your board, remember that, ultimately, you’re there to do what’s right for the organization, not necessarily what’s in the best interest of yourself or your fellow board members. With that in mind, leaving your individual agenda outside of the board room gives greater clarity to make the right organizational decisions.
- Lead by Example: Recognize that as a board member, you too are a leader of the organization and you have a ripple effect beyond the board room. Think about your own leadership behaviors and that of your board colleagues. Is this the way you want to be viewed as leaders? If the board room was a fishbowl, would you be letting everyone watch or would you be running for cover?
There can be no excuse for boards behaving badly. We wouldn’t expect it from our leaders. So, why would we accept it from the board? And to all those who graciously, selflessly, diligently and effectively lead on boards, a major kudos to you. There are many of you out there whom we can learn from. Keep up the good work.
– Muriel Maignan Wilkins