Although dealing with difficult and disruptive board
members can be painful, ignoring poor behaviour will inevitably
lead to trouble
In recent years, there has been a huge focus on culture in the
boardroom, the ‘tone at the top’ and how this impacts
on the broader organisation and stakeholders.
One of the most serious challenges a chair and company secretary
faces is a problematic board member who impacts on a board’s
effectiveness and harmony. This can vary from slightly disruptive
and irritating behaviour, to quite serious conduct that can cause
extreme problems for the rest of the board or executive team.
In some cases, boards make allowances for less-than-ideal
behaviours because of the strong overall contribution of a board
member, but in many cases, boards are putting up with disruptive
actions from board members who are making a modest contribution at
best.
