The disengaged Board member does not prepare for meetings, arrives late, reviews email//texts during meetings, leaves early, or misses meetings altogether. He/she usually does not take on any follow-up duties, and is a master of excuses for not getting things done. On some Boards, it is the Chair who acts in this way, thereby validating such behaviors.
Potential Damage
With low commitment levels from a disengaged member (or members), the Board operates at less than full capacity. Without the disengaged member’s wisdom and active participation, the quality of Board decisions may suffer. Other Board members may need to carry more of the workload to compensate for his inactivity, which may lead to resentment, mistrust, and burnout. The increased dependency on active Board members is likely to create a leadership gap and weaken the Board when the active members leave.
Real Board Solution
Find out if this individual is genuinely interested in the Board’s work, and – if so – demand a higher commitment level from him or assign him specific tasks along with reporting deadlines. On the other hand, if Board work is not a priority for him, you may need to request that he step aside and make room for other individuals who want to serve on the Board with full commitment.
To prevent this problem, enhance your recruitment and orientation processes. Make sure that prospective Board members have the right combination of knowledge, skills, and attitude. Make sure they know the required time commitment and are prepared to give it. Avoid using recruitment solely to reward people who have been around for a long time. Avoid enticing people by telling them that Board service is a good thing to have on a resume. Discourage those who want to serve on the Board mainly for visibility and influence or to gain contacts and thereby promote their careers or businesses.
