Comments on: What to do with a dysfunctional board

By: Dave Berkus

Dave Berkus — Tue, 02 Oct 2012 21:20:29 +0000

Ron,
Good board member candidates are always in demand. Consider a #2 type who has never been on a board but has the expertise you need as a candidate for an early stage board. Also, successful but young entrepreneur CEOs are just beginning to understand the value in being on other boards. The best way to attract “A” candidates is with an introduction by a close friend and an appeal for coaching. Two such individuals with similar experience on a board have often led to just a nodding of heads by the less aggressive one; so watch for duplication of skills.
-Dave

By: Ron Thompson

Ron Thompson — Tue, 02 Oct 2012 20:01:56 +0000

Having observed and been on various Boards (good and bad), one comes to value quality and Boards adding value. To prudently manage risk and improve the probability of venture success, it is critically important for everyone to be on the same page and meaningfully contributing to moving the business forward. Since there are many challenges to finding and engaging with those that can meaningfully help the cause, it’s always an interesting exercise to attract and keep the best people involved. Any suggestions to facilitate the process ?

By: Howard Levinson

Howard Levinson — Tue, 02 Oct 2012 19:49:20 +0000

Dave,
Enjoyed this one—you should have also explained “Bored”. Regards,

Howard L.

By: Bob Kelley

Bob Kelley — Tue, 02 Oct 2012 16:20:19 +0000

Unfortunately, your descriptions of dysfuntion are more common than most would think. Thank you for a great analysis of how to deal with these kinds of situations.

Looking forward in one of your upcoming blogs, given your wide-ranging and deep expertise on the subject, in general, and venture backed boards in particular, as to how a CEO, and or Chair, can best identify the potential problem board members you’ve described above, and then strategically minimize their chances to get on the boardin the first place.

By: Michael O'Daniel

Michael O'Daniel — Wed, 26 Sep 2012 22:44:50 +0000

I have had the joy of working (not as CEO, but a level below) with several boards whose actions and personal dynamics caused the organization to go out of business, or fall far short of reaching its potential. The challenge is to look beyond the personalities and the plethora of sometimes wacky ideas and recognize the nuggets of widsom and legitimate advice and direction that board members offer. In one case, the CEO unfortunately stonewalled a board member on one particular action that was actually critical to the company, while at the same time acquiescing to a strategic direction mandated by that same board member which was counterproductive to the survival of the company. Oy!