Introduction
There are board members who find fault with every idea. They like to blame someone for lack of
progress or failure to meet targets or objectives. They find it easy to associate names with failures and have no difficulty pointing their finger at other board members or the CEO.
These individuals are recognizable because they come across as if they are perfect and when something does not go ‘right’ for them they immediately assume the stance as the ‘victim.’
There is a tendency in engage in one or more of the following behaviours in order to change a complainer’s frame of reference and keep one’s own frustration level in check. These include
- Helping him solve his problems
- Minimizing his issues
- Ignoring him in order to cope with his presence
- Nodding when he is talking
- Accepting his generalizations of the issues, or
- Tuning him out in order to move the agenda along.
These are not the best ways to cope with the complainer in the board room. This article focuses on seven things you can do to include this person and transform his behaviour from non-productive to productive. These are
- Refrain from solving the complainer’s problems
- Ask open-ended questions
- Pay attention to him
- Remain neutral
- Ask for specifics
- Pay attention to the details, and
- Develop an action plan.
Refrain from solving the complainer’s problems
Complainers do not want to stop complaining. If you try to solve their problems their resistance could easily increase and cause more havoc for the board. They need to blame and the board’s role is to recognize this and use strategies that demonstrate acceptance of this need. One of these is to ask open-ended questions.
Ask open-ended questions
One of the ways to diffuse the negative energy associated with complaining is to ask the board member open-ended questions. These questions would assist the board to determine the accuracy and reliability of the information he is presenting. Open-ended questions to gather information include:
- What prompted this issue to come to the forefront at this time?
- What are your (or of those you represent) expectations of the board?
- What process did you use to determine that this is an issue the board should deal with at this time?
- How do you think the board could deal with this issue? What are it’s options?
- What would you like to see as a solution/resolution?
- With whom do you think the board needs to consult and what data should it collect prior to making a decision?
- What challenges and risks do you see associated with this issue?
- How do you think this issue should be presented to the board?
- Do you have a timeline for action or resolution?
10. Is there other information the board needs prior to discussing this issue?
11. Would resolution affect the board’s plan, relationship with partners, or its budget?
12. Are there any actions the board has taken which would indicate that this is not a priority issue at this time?
13. What specific challenges are you facing with your constituents because of this issue?
14. What are the indicators that the board has done everything in its power to resolve this issue?
If asking open ended question does not work, ask the board member to place his concerns in writing and outline the specific issue from his perspective.
Pay attention
When you ask open-ended questions, you are demonstrating that you are paying attention. The complainer feels engaged and understands that the board has sufficient information to decide if the concern needs to be addressed
- because the solution is within their sphere of control
- by the CEO because it is a management issue
- by someone else (partner, owner, etc) and a request needs to be sent to that party
- even though the matter has already been resolved to the board’s satisfaction and no further action is required at this time, or
- later because there are other more pressing issues which require the board’s attention.
If the issue is going to be placed on the board’s agenda, it is critical that it is a governance issue and the solution is within the board’s sphere of control. If it is not, the issue would be referred to the appropriate person or body. The key is to remain neutral and listen to your colleagues responses.
Remain neutral
When a person remains neutral he does not lead, interrupt or prompt the complainer in any way. There are things to keep in mind to ensure your neutrality:
- Stay calm and centered
- Do not take sides
- Refrain from making judgemental comments about the complainer’s answers or information
- If challenged, remind the complainer of actions the board has taken in the past and focus on the present
- Allow silence even though it may feel uncomfortable.
Remaining neutral does not mean you cannot ask questions. You can and should clarify any information you need in order to fully understand the concern and the desired solution.
For full article visit https://gdpconsulting.ca/dealing-with-the-complainer-in-the-boardroom
