This Discussion Corner item was submitted by Blue Avocado readers like you.
I serve as Vice Chair of a private college Board of Trustees. The President of the college filed a complaint to the board that the Chair be removed from office, stating that the Chair’s behavior was causing a work environment where the President could not get his work done—a hostile work environment.
The Chair was asking questions about hiring processes, nepotism policies, personal expenditures that were not documented, disrespectful behavior of the President to current Board Members, and the list goes on.
The Chair was performing his role as a fiduciary of the college, not micromanaging.
After much discussion, the whole Board voted not to remove the Chair, but did provide instructions for the Chair to follow. The only instruction to the President was to not communicate at all with the Chair for the remaining term of the Chair—June 30, 2020.
The President would not mediate. The President would not compromise. And the temper tantrums continue.
What can I do to help the Board see and understand that the real problem is the leadership management style of the President?
Thank you so much.
— a Blue Avocado reader in Texas
About the Author
Blue Avocado is an online magazine fueled by a monthly newsletter designed to provide practical, tactical tips and tools to nonprofit leaders. A small but mighty team of committed social sector leaders produces the publication, enlisting content from a wide range of practitioners, funders, and experts.
Articles on Blue Avocado do not provide legal representation or legal advice and should not be used as a substitute for advice or legal counsel. Blue Avocado provides space for the nonprofit sector to express new ideas. Views represented in Blue Avocado do not necessarily express the opinion of the publication or its publisher.