1. Better Boards Conference 2014 Dealing With Damn Difficult Directors Robert Gordon Board Accord “What distinguishes exemplary boards isn’t structural. It social. They have robust, effective social systems with a virtuous cycle of respect, trust and candor” – Sonnenfeld - HBR

2. Boardroom Alignment Alignment is the alchemy of success The bad news The good news

3. Director - Organisational Fit Selection Process Board Participation Charter / Code of Good Conduct Articulate CULTURE, values, history, purpose and goals

4. Individual Interior Individual Mindsets Psychological Influences Individual Interior Individual Mindsets Psychological Influences Collective Interior Cultural Influences Shared Values and Vision Collective Interior Cultural Influences Shared Values and Vision Individual Exterior Individual actions Behavioural Influences Individual Exterior Individual actions Behavioural Influences Collective Exterior Systems Influences Shared Actions and Structures Collective Exterior Systems Influences Shared Actions and Structures I I It Its We

5. Communication Master Negotiation – Translate your ______ into their ______ Master Communication Assertion Listening. Hard on problem, soft on person – "He missed last week’s deadline" is OK “He’s a total idiot" is not. Conflict or abuse. Conflict - inappropriate sexual, racial, ethnic abuse or behavior. Not difficult behaviour – harassment.

6. Understand Group Process

7. Typologies Behavioural/Psychological Typologies DiSC, Myers Briggs, Enneagram Boardroom Typologies Leblanc – Challengers, Critics, Change Agents, Counselors, Consensus Builders, Conformists, Controllers, Cheerleaders Beck et al – Power – Definition - Subservient – Dominant

8. Leadership Chairs Conductors Caretakers CEO / Chair / Board

9. Developmental Modalities Action LogicCharacteristicsStrengths % of research sample profiling at this action logic Opportunist Wins any way possible. Self-oriented; manipulative; ‘might makes right." Good in emergencies and in sales opportunities. 5% Diplomat Avoids overt conflict. Wants to belong; obeys group norms; rarely rocks the boat. Good as supportive glue within an office; helps bring people together. 12% Expert Rules by logic and expertise. Seeks rational efficiency. Good as an individual contributor 38% Achiever Meets strategic goals. Effectively achieves goals through teams; juggles managerial duties and market demands. Well suited to managerial roles; action and goal oriented. 30%

10. Developmental Modalities Action LogicCharacteristicsStrengths % of research sample profiling at this action logic Individualist lnterweaves competing personal and company action Iogics. Creates unique structures to resolve gaps between strategy and performance. Effective in venture and consulting roles. 10% Strategist Generates organizational and personal transfor- mations. Exercises the power of mutual inquiry, vigilance, and vulnerability for both the short and long term. Effective as a transformation leader 4% Alchemist Generates social transformations. Integrates material, spiritual, and societal transformation. Good at leading society-wide transformations. 1%

11. Self Governance “Between stimulus and response, there is a space.” - Viktor Frankl React Vs Respond Fight, Flight, freeze, flow The Instructor The Mirror Co- operation Vs survival of the fittest Re-Think /Re-Invent /Re-Launch

12. Sack ‘em Intervention Chair or Leadership Team Mediator / Consultant Re-Think, Re-Invent, Re-Launch Board/CEO/Chair Review - Self and Peer Assessment PD – individual and group Recalcitrant, incompetent or unethical behaviour – remove Constitution - enable the board to remove a member by vote Term limits - ensures the board renews itself. Suggest leave of absence in the case of poor attendance

13. Board Accord Robert Gordon BEd M Coun GAICD Director of Programs m 0405 541 510 robert@boardaccord.com.au www.boardaccord.com.au