Et tu, Brute? Thoughts on getting rid of your Chair…

An effective chair is pivotal to the smooth running of a board and an organisation. A chair can make the difference between dysfunction and performance, success and failure. If you find yourself in the unenviable position of wanting to get rid of your chair, here are a few things to think about

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If they were to stay on, would the organisation or individuals in it be harmed? You have to weigh the costs of trying to remove them versus cost of them staying on.

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Term limits - Especially relevant in the UK charity world where trustees routinely violate the Charity Commission guidance of three 3-year terms. Some people find it hard to let go and move on so need to be nudged.

Poor leadership - Failing to unite the board leading to dysfunction

Conflict of Interest - Behaving in a way so as to undermine trust and compromise objectivity

Poor strategic vision - Inability to provide clear direction, adapt to challenges, or drive the organization’s goals forward

Toxic Culture - Contributing to an environment of hostility, bullying, or exclusion that affects board performance

Overstepping Boundaries - Micromanaging or undermining the executive team

There’s seldom just one reason to want to remove the chair. It’s normally a combination of reasons.

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Is it easier for you to leave? Are you really committed to the board and the organisation but just want to work there without the chair? If the answer is yes then proceed!

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Your tenure on that board and future board career depends on how you manage this situation. If you’re determined the Chair needs to go then you cannot waiver in your resolve and must follow through with the plan to remove them… even if the end result is your coup failing and you getting fired from the board.

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Do you have a replacement in mind? Internal? External? Finding a successor can sometimes make the transition smoother.

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Consult with other board members to gauge support for this change. Building a coalition takes tremendous political and influencing skills.

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Make sure you are complying with the organisations bylaws in your approach to the change. Begin to gather sufficient documentary evidence to build a case.

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It may be wise to engage external legal advice to validate your case.

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At some point you will have to have a private discussion with them and describe your concerns and succession plan. Plan this approach well and communicate with respect.

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Depending on how the Chair responds, the exit could be as smooth as a special board meeting or as rocky as a protracted board battle. Be prepared for both. Communicate with stakeholders at the appropriate time in a clear and professional manner.

I don’t envy anyone who is contemplating removing their chair. Chairs hold an inordinate amount of power and influence in a board so any coup d’etat is always fraught. A well planned and respectful approach can ensure the board’s long-term success. Good luck!

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There are a few governance measures that can be put in place that make it a lot easier to remove board members.

? Have fixed term contracts (normally 3 years) that need to be renewed by a majority vote of the board (or shareholders in the case of a listed company).

? Have articles of association that mandate a maximum number of terms a board member can serve (especially needed for charities).

#leadershipdevelopment #boardsofdirectors #governance