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
I have grown up my entire life, seeing political conflicts like this, but to be very honest, I would not give two jacks over such issues, because my academics mean a lot to me. I was not doing good at all during my marketing year in my HND year. I knew taking bad grades was not an option, so I availed the help of writers that could provide me with HND Business Management Assignments to get those grades moving up.
A few questions. Is the Board Chair asking for these things as an individual or has the Board determined that it wants to have evidence of the hiring processes and so this is a “board request” being conveyed by the Board Chair. Just because one is a board member doesn’t mean you have carte blanche to ask the CEO/President whatever you want to know whenever you want to know it as that is exactly the kind of blurred Board/Staff line that leads to trouble no matter what the leadership styles are of those involved. If the board has issues with the behavior and performance of the President they need to formulate a strategy for those issues to be addressed either during an annual appraisal or sooner if warranted. Otherwise it’s quite possible the Board Chair is part of the problem. Instructing the President not to communicate with the Board Chair is …. pardon my frankness… absurd.
https://blog.joangarry.com/roles-board-chair-executive-director/?utm_source=ActiveCampaign&utm_medium=email&utm_content=Whose+role+is+that+exactly%3F&utm_campaign=Blog%3A+Roles+%28Resend%29