Board members are a tremendous asset for most nonprofit organizations, providing needed expertise, as well as the necessary leadership in furthering the mission and success of the organization. 

Occasionally an individual board member can become destructive to the organization. This can become a negative force to the workings of your board and executive staff. The effects of this behavior can be poor morale among staff and board, loss of energy, board turnover and a damaged public reputation. 

Here are nine examples of “disruptive” behavior to illustrate the point:

• Fails to prepare, participate and attend board meetings 

• Shows lack of understanding of the board member’s role and the assumption of the role of “change agent” when it is clearly inappropriate and unnecessary 

• Rejects ‘team player’ concept by failing to accept the consensus of the board, after issues are fully debated 

• Micromanages the group as a whole and operates independently from others in an unwarranted way 

• Displays inadequate follow through on a consistent basis when dealing with assigned tasks and responsibilities 

• Shuns financial responsibility as a board member by refusing to make a personal contribution on an annual basis to the best of the person’s ability 

• Undermines the board, board chair or chief executive officer either by subtle or obvious means 

• Fails to maintain confidentiality on board matters 

• Refuses to live up to the values promoted by the organization

When these behaviors are exhibited, your board chair (not the chief executive officer) has the responsibility to meet with board member. They must discuss the behavior and the impact it is having on the organization. Often, the board member will become aware of the behavior and make the necessary changes. However, when discussion or counseling fails to solve the problem, it may be time to ask for a resignation. 

If your board doesn’t face up to its responsibility, the problem can quickly become a disaster for the entire entity. Along with this comes long-term negative effects. Just as the board holds the chief executive officer accountable for his behavior, your board must do the same for its members.