1) I had completed a Management Restructuring Proposal for Board Approval. Due to travel challenges, both the CEO and I were unable to review the final changes. I had planned a :45 minute presentation, detailing the proposed actions. Just before the presentation, I received word from the CEO's Executive Assistant that there would be no time for the presentation and that I had :05 minutes to provide a short summary. (Copies of my report with the CEO's cover letter had been put into the Board packets).

Because of the shortness of the summary, I did not request A-V support and proceeded to present orally. The CEO gave me a quizzical look. At the end, one Board member asked if there was "more?" Before I could answer, the CEO jumped in with a series of questions. While I was able to answer the questions, the presentation would have provided a natural unfolding. As a result, the CEO and I struggled to get the points understood so the Board could act. While they finally approved the plan, it was disjointed and a near disaster.

2) Another "worst" occurred when I facilitated a Board retreat, aimed at a generational change in management. While the agenda was stated, the "Old Guard" fought it through 9 ballots, with much shouting and threatening. Over the 9 ballots the "new" team changed several times, and a few directors nearly walked out on several occasions. Tough on them, draining for me. While the new management did very well, it took one Director 6 months before he would speak to me. His being closed made my job much harder.

posted May 25, 2009

I sneezed and the button of my skirt flew off and landed somewhere where it clinked pretty loudly. I paused, red-faced, then said: "In just another minute my skirt falls off - but it's not a distraction, I actually have good news to report." Got the laugh, moved on. (So, humour.)

posted May 25, 2009

The president entered the room where we had all been chatting happily and upon his entrance everyone instantly became silent. I playfully remarked, "Wow, I wish I could have that effect on a group." And he was not amused.
Evidently I had misunderstood the autocratic management style that he used. I apologized but it was still very awkward.
Now I am much more sensitive to noticing the culture of the group than ever before.
On another occasion a colleague and I brought a proposal that met with unexpected resistance and when I turned to my champion for a "second" to my motion, he remained silent. After the meeting I asked him why he left me alone like that. He said, "I wasn't sure the idea would be popular." I replied, "It seems that you were more concerned over whether YOU would be popular. In the future, if you are going to abandon me, let me know so that we can both save face." Lesson: get a good reading on how strong your support really is. When resistance is met some people will cave in for no good reason, just to avoid conflict.

Links:

• http://budurl.com/6gcy
• http://cathcart.com
• http://www.sellingpower.com

posted May 25, 2009

A good friend of mine forgot the golden rule of business travel in West Africa - "Don't drink the water".

The second rule, should be "If you are feeling a little bit odd, don't wear pale coloured trousers to a board meeting."

The third rule should be " If you do wear pale coloured trousers at the board meeting, don't cough to clear your throat as you stand up to give your report".

With the benefit of hindsight, he would have stayed at home. I had the benefit of hind-sight at that meeting and it wasn't pretty.

posted May 25, 2009

On a non profit board, I was one of four new members elected to find a non functioning organization. After four months we could see what had happened. For the next six months, I and others faced a common problem presenting different calls to action to the board (like: it's time to hire a capable full time Executive Director)

While the organization faced challenges, it became clear one of the biggest problems blocking progress was the board's Vice President. He was very respected,articulate, reasoned, and very professional. He had real skill and was sincerely trying to use them for good. He had a world class ability to find middle ground in any discussion. He would listen to a discussion. He would then propose a compromise that sounded reasonable and acceptable to everyone.

The problem was these "reasonable compromises" had caused the board to allow the organization to stop functioning on it's mission for a couple of years. They had also allowed a wonderful person to remain as Executive Director who was disorganized, wouldn't delegate, and procrastinated. The organization was taking in donations, but not serving its mission. The problem was complicated by a board that had seen its role as supporting the Chair and Vice President.

Gaining full support for a re-energized board and organization took ten months. While the board members were some of the nicest people in the world, these presentations and discussions were some of the most painful I have ever observed or participated in. One member observed it was like having a dentist drill on you for two hours with out having your teeth numbed.

Cheers.

posted May 26, 2009

I realized having a lot of money doesn't actually mean you have to be very smart. In fact, being related to or marrying into works better when it comes to advancement..

posted May 26, 2009

I invited a governance expert and professor from a prominent New England business school to be the guest speaker at a board and management retreat dinner event. The retreat was the culmination of a long engagement that significantly restructured the governing board of a large corporation. I had worked the group quite hard until about 3:30 pm, when they had sun and fun time before a 7pm reception. When the quest of honor arrived, the cocktail party was well underway.

At dinner, the Professor came prepared to deliver a serious lecture about their industry and how effective governing boards can become a strategic asset and competitive advantage. Unfortunately, the board and management had too much sun and reception. Despite a very prominent board membership and the equally prominent speaker, in a small private dining area, the crowd had no patience for the droll professor and his PowerPoint lecture. It became an ugly scene, with inebriated exchanges and behaviors. The Professor left angry and the board thought he was hateful although an acknowledged leader in the field.

In my wildest dreams, I never imaged this happening. Almost 15 years after the occasion, I wonder how the situation deteriorated to that extent. I have facilitated similar retreats in slightly different formats, with and without adult beverages and before, during and after the reception or dinner. I've learned there is no substitution for good planning, good humour, and good luck in these situations, which are often out of one's control.

posted May 26, 2009

Interesting, not as much as issue as to the dynamics of how to present a message that major (unexpected invetsment) would be required that woiuld affect near and mid term profit targets.

posted May 27, 2009

Trying to be politically correct in an organization where the board was being held hostage by a confrontational member whose agenda was himself was difficult to say the least.

"Because he was a board member" this individual believed that he was entitled to a number of privileges, including removing our donated computers and distributing them to a nonprofit of his choice, when we received new ones. This was one of a multitude of sins.

We tried a number of tactics to quiet this misplaced, misdirected individual from removing his volumes of papers having no bearing on board business from being distributed because they were not accepted on the agenda (learning to tighten up policies and procedures went into overdrive) to removing him from any positions of responsibility by limiting placement on committees.

Finally, in a well choreographed nomination process, we were able to enforce a term conclusion and said individual was not re-nominated for a possible ensuing renewal. He was so busy bad-mouthing the existing President, while vying for that office, that he was completely unaware of his term expiration.

It was an excellent case for terms, for term limits and solidified the importance of having systems that work. For two years, two very long, painful years, the organization, its' board members and many committee members were personally attacked all because of one delusional ego-centric, meglomaniac who put his own agenda ahead of the mission of the organization.

As the ED, I was never happier in my life nor more saddened because of the pain that was caused. Wasted energy has no place in a nonprofit.

I could provide others if you need 'em.

Good luck with your book.

Warmest regards,
Kayte

posted May 29, 2009

Julie:
I don't know if this fits or not, but I encountered a director with an "agenda" very early on in my last corporate role. Very strong personality (as do I) and my boss was very uncomfortable with the fact I wouldn't back down on what I thought was a matter of principle. It was apparent that I was on my own.

posted May 31, 2009

As the Risk Officer I presented the top risks to the business based on impact but one was of a very low probability. The chairman told me to stop wasting his time over trivial matters that are not likely to happen. Even though the rest were all valid and should have generated discussion, the moment was lost and credibility (for a short while) was lost. From that moment, any Business Continuity type risks were confined to operating in the management rooms and not at Board level.

posted June 4, 2009