In my fifty years of leadership in not-for-profit organisations, the last fifteen of which is as a governance consultant for more than 200 organisations in two dozen countries, I have seen rogue boards encounter the perfect storm only six times. That’s only 3%. It’s rare, but you might be surprised how often the elements that make up this unusual situation appear in otherwise normal organisations. Take a look at the seven elements that can result in a rogue board encountering the perfect storm. Then compare these elements with what you are experiencing to assess where your board is heading.
The common characteristic of all these encounters is an abuse of power that is designed to achieve an outcome that results in one person or group within the organisation having more power than is appropriate in a healthy not-for-profit organisation. It may be encountered in the relationship between the CEO and the Board, the Board Chair and the Board, a Committee and the Board, a Committee and the Membership, the Board and the Membership, and several others. Read more