ARE YOU ON BOARD?

Team Chemistry
Strategies for Building Better Boards

Maybe you spent the final days of 2003 and the first couple afternoons of 2004 watching a few of the ever-increasing number of college bowl games that are now purportedly designed to determine a true college football national champion. You can argue until 2005 whether the BCS works or doesn't. But no matter who finishes one, two or three in the final standings, almost everyone agrees that any football team that is still playing after Thanksgiving has not only a lot of talent but also a remarkable "team chemistry." Teams with great chemistry are the ones that can confidently go ninety-plus yards in less than two minutes. They are the ones that thrive in overtime.

Whether people are talking football, basketball, baseball, business or public boards, they often speak of team chemistry as something that develops accidentally or, worse yet, magically. But building a team that works well together is far too important to leave to chance. The fact is, board chemistry -as intangible as it is - is something that develops when there are rules and strategies in place that allow the members of a board to use their talents efficiently and collectively to solve the problems they face.

The complex relationships between the key players in an agency mean that, despite your best efforts to operate smoothly, you may still encounter difficult situations. Fortunately, these situations are common to many agencies, and you can draw on tried and true techniques to deal with them and at the same time build a better board chemistry.

Addressing a Hot Issue

How do you avoid infighting among board members when there are major disagreements? Every board should adopt a code of ethics or, at least, reach an agreement on how board meetings should be conducted, how board members should interact and how meetings can be kept civil. Building consensus on the board is vitally important in keeping the team's attitude positive and the board unified.

When a controversial issue is on the agenda, the president of the board should first establish a clear description of the problem and request that each board member speak to the issue for an established period of time. The board should always agree on the problem before seeking solutions. Bv following this practice, the president can avoid two problems. First, the debate is less likely to become acrimonious. Second, the board members have equal time and get a chance to hear all of their fellow board members' opinions or rationale.

Board members are less likely to hold grudges if they believe they had equal time to make their case and their opinions were respectfully accepted. A board member should never attack a fellow board member's personal beliefs, ideas or personality. After the vote is taken, accept the democratic process and move on.

Handling A Domineering Board Member

Individuals who attempt to dominate board discussions often have good intentions. They feel they have legitimate concerns and want to get their points across. But a few like to hear themselves talk, or they like to manipulate people and have discussions go their way A good board president and fellow board members will not allow an individual to dominate board meetings.

Set time limits on discussions. Be well informed about issues so that you will not feel intimidated into accepting the domineering person's point of view as the only resolution to a problem. If this board member persists, the board president should

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pull the individual aside and discuss the matter. Additional disruptions from the individual may require censure by the board.

Confronting Conflict of Interest

Occasionally, a board member may be tempted to use the board position, and the power associated with it, for personal gain or to assist someone on an issue that will result in a conflict of interest. Board members who yield to this temptation alienate the public and reflect poorly on public officials and fellow board members.

The board president should sit down with this individual and point out that his or her actions could be perceived as a conflict of interest. If that doesn't resolve the situation, then it is proper to go into an executive session whenever the performance of a board member is in question.

Self-serving board members should be dealt with as soon as the problem becomes apparent. When there is a conflict of interest, it should become a matter of board concern and the entire body should work for immediate resolution. Board members have a commitment to be loyal to themselves, their fellow board members and their constituents.

Coping with Board Dissidents

Who are board dissidents?

They are members who don't strive to work together. They try to be mavericks. They have their own agenda and often are disruptive at board meetings and in the community. Here are a few ideas for dealing with dissidents:

1. Recognize that some dissidents are really striving for recognition or attention. One way to work with these board members is to channel this desire by getting them focused on a major task or a special report or position statement.

2. Keep dissidents involved, and bide your time. Many dissident board members come in with an axe to grind, but may see the big picture eventually.

3. Keep the board meeting focused on the agenda with to-the-point discussions. This reduces agonizing over trivial subjects and allowing dissidents to use the board meeting for their own issues.

4. Don't let dissidents catch the board off guard. Rumors about dissident actions planned for a board meeting should be relayed to the board president, who can inform fellow board members.

Sometimes a dissident is out to get the executive and will use unfair, underhanded or unethical methods. This person may present half-truths and innuendoes as facts. Unless this behavior becomes threatening or slanderous, the executive should grin and bear it. If the situation becomes critical, the executive must talk with the other board members about the facts.

Ensuring Follow-up

Board members sometimes are enthusiastic at board meetings and indicate that they will perform certain tasks, such as volunteer their time or prepare a special report. However, as soon as the board meeting is over, they forget about their commitment. To make these board members accountable, put the commitment in writing. The executive and president should remind board members of what needs to be done by a specific date. Consider generating a calendar of events or a task list specifying what board members have agreed to be responsible for.

Handling Absenteeism

Attendance policies must be enforced.

Encourage inactive board members to become involved. Determine whether there are any problems that are contributing to the absenteeism. Make new board members feel welcome and encourage their participation. A board member who has regular unexcused absences should be asked to resign.

Handling Conflicts on the Board

Conflict can be constructive or destructive.

Destructive conflict can tear a board apart and destroy the agency. Personality conflicts can prevent even the simplest tasks, such as approving the minutes of the previous meeting, from being accomplished. Recognize that there will be disagreements and agree to disagree, but abide by majority rule. Insist that board members treat each other with courtesy.

Disagreement, with no malice or vindictiveness, can air both sides of an issue. If arguments are pursued vehemently, the board president must serve as the moderator and either conclude the discussion or table the matter. Sometimes a consultant may be needed to walk the board through a problem, trying to get each board member to see another's point of view.

Think of team building as an ongoing process. Board service can be a thankless job. Building goodwill and praising board members with a few encouraging words can go a long way in building a team and developing an environment that enables board members to express their differences civilly. •

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