fbpx

How Camaraderie can Interfere with Board Leadership

By Gerry Czarnecki

A great board can be collegial, but not all collegial boards are great. Most directors would much rather go to a board meeting where the relationships among the board members fit the definition of collegial. One primary definition of the word – “marked by power or authority vested equally in each of a number of colleagues” – sounds like a great definition of effective board process.

But another definition – “marked by camaraderie among colleagues” – starts to focus on another aspect of the relationships. That is, how much they have a “spirit of good friendship and loyalty among members of a group.” Once again, all of this can seem like a positive culture for effectively working together. In so many ways, it’s why a great board can be collegial.

However, if this need for camaraderie ever gets so strong that it prevents constructive debate or promotes constrictive tension, then it can create a condition that works against the effective functioning of a board. In short, if there is no ability for dissent because everybody wants to get along, then there will be no ability to have alternative views discussed and evaluated.

This condition can cause an entire board to drift to a decision-making process that is without meaningful inquiry and skepticism. Worse, it can cause a board to blindly follow either a strong willed president, a dominant chair or even a strongly opinionated informal leader of the board.

Going along to get along can be a disaster for effective decision making. Consensus is critical for effective board decisions, but when it is achieved through passive concurrence that’s designed to avoid tension and conflict, it can lead to ignoring critical risk factors.

Avoiding these pitfalls can be a challenge, but leadership can make it happen. Here’s how:

• The board chair must not only tolerate constructive dissent, but must encourage it.

• The members must recognize they are there to bring their perspectives to the decision process.

• All board members must recognize that consensus is effective only if all viewpoints are heard.

• All members must be able to dissent without being disagreeable.

Gerry Czarnecki is founder and chairman of the nonprofit National Leadership Institute (nationalleadershipinstitute.org), which helps boards of nonprofit organizations become strategic assets to the leadership team. His extensive background as a C-suite executive and CEO is coupled with current board leadership of corporate and nonprofit organizations. He is also chairman and CEO of the Deltennium Group. Contact him at 561.293.3726 or gmc@deltennium.com.

You May Also Like

Pride Week Festival Begins With Tribute to Pulse Nightclub Survivor

Miami Beach Pride’s week-long festivities will commence with a special tribute to the LGBTQ+ community honoring the victims of the tragic shooting at Pulse Nightclub in Orlando. A ceremonial “flip the switch” lighting event will illuminate the iconic 1111 Lincoln Road parking garage in pride colors as a sign of solidarity. It is the second

Surfside luxury condo sees notable sales

Arte at Surfside is making waves. There’s, of course, the news that Ivanka Trump and Jared Kushner are renting at the 16-resident luxury condominium. And there’s the December penthouse sale for $33 million. But other sales are heating up the oceanfront property at 8955 Collins Ave. developed by Alex Sapir and Giovanni Fasciano (both pictured

Up in the Air: A Discussion

In a dynamic region where residents are typically on the move, everyone is wondering about the health of the airline industry and the safety of airports and airplanes. Everyone is eagerly looking for signs about when air travel will begin to normalize. Against this backdrop of COVID-19, South Florida Business & Wealth organized a virtual

South Florida Yachting Legend Passes

Robert “Bob” Roscioli, an icon in the South Florida marine industry, has passed away. Many recognize the name Roscioli from the widely-successful and world-renowned Roscioli Yachting Center, a full service shipyard catering to South Florida’s marine industry. Bob built this business as a passion project, and because of his attention to detail and unique skill,

Other Posts

Four key steps

[vc_row css_animation=”” row_type=”row” use_row_as_full_screen_section=”no” type=”full_width” angled_section=”no” text_align=”left” background_image_as_pattern=”without_pattern”][vc_column width=”2/3″][vc_column_text] What a crazy time we are all experiencing. Right now, getting back to basics is most important. It is not and will not be business as usual right away. As leaders, you need to do the right thing to create an atmosphere of support with processes.

Pandemic adds to worries about hurricane season

An above-normal 2020 Atlantic hurricane season is expected, according to forecasters with NOAA’s Climate Prediction Center, a division of the National Weather Service. The outlook predicts a 60% chance of an above-normal season, a 30% chance of a near-normal season and only a 10% chance of a below-normal season. The Atlantic hurricane season runs from

The difference between leading and managing

[vc_row css_animation=”” row_type=”row” use_row_as_full_screen_section=”no” type=”full_width” angled_section=”no” text_align=”left” background_image_as_pattern=”without_pattern”][vc_column width=”2/3″][vc_column_text] Leadership and management are often misunderstood as one in the same. They are not. Certainly, a good leader should be able to manage and vice versa. But, it is important to understand the difference. Both are important to the success of an organization. The key difference

Flattening the housing curve in a pandemic

By Josh Migdal In the classic film Groundhog Day (and yes, it is a classic), Bill Murray’s character wakes up over and over again in Punxsutawney, Pennsylvania, reliving the same day for (presumably) eternity. Every morning, the alarm goes off at 6 a.m. playing I Got You Babe, assuring both the protagonist and the viewer