Dealing with difficult conversations in governance

Navigating conversations in the boardroom can often feel challenging, especially when dealing with difficult behaviours. Yet, confronting these challenges constructively is essential for effective governance.

In the webinar, 'Difficult conversations with difficult directors', experts Fiona McKenzie, Simon Telfer, and Lynda Carroll provide valuable strategies for managing these situations. They highlight the importance of recognising and addressing issues head-on to maintain a positive and productive board dynamic.

"Unresolved conflicts only escalate," cautions Fiona McKenzie, and potentially lead to larger issues over time. By tackling conflicts promptly and openly, board members and directors can pave the way for better communication, collaboration, and culture, ultimately benefiting the entire organisation.

This article summarises the webinar 'Difficult conversations with difficult directors' and outlines how to address difficult behaviours, embrace positive conflict, understand conflict styles, develop effective communication, and follow up difficult conversations. 

How to address difficult behaviours

A proactive approach to managing interpersonal challenges not only supports better governance but also strengthens team dynamics.

• Identify difficult behaviours: Reflect on destructive patterns, such as dismissiveness or withdrawal. Recognise that these behaviours can stall progress.
• Engage early: Take action before issues escalate. Opening up discussions promptly can prevent negative repercussions.
• Promote open dialogue: Establish an environment where board members feel comfortable voicing concerns, creating space for collaboration.
• Accountability is key: Ensure that all directors understand the importance of their roles and contributions to maintain board integrity.
• Foster teamwork: Encourage collaboration among directors, using each person's strengths to build a cohesive unit.
• Iterate on feedback: Utilise feedback from board members to improve interactions continuously, ensuring everyone feels heard and respected.

Embracing positive conflict

In boardrooms where diverse opinions are inevitable, fostering a healthy approach to conflict and open dialogue is essential for promoting innovation and stronger decision-making. This approach involves redefining what conflict means and working to promote dialogue.

Redefine Conflict

Viewing conflict positively is crucial for effective governance. By acknowledging that differing perspectives can enrich discussions, boards can create a culture of openness. "Conflict can be beneficial for exploring different perspectives," says Fiona McKenzie, allowing teams to be more innovative. By creating an open forum for discussion, differing opinions are welcome and integral to the decision-making process. Effort can then be refocused on the shared objectives of the board, rather than dwelling on any disagreements.

Encourage Dialogue

Encouraging open dialogue during conflicts allows board members to explore diverse opinions and engage in constructive debates. This approach not only uncovers new opportunities for organisational growth but also ensures that all perspectives are considered before reaching a consensus. Open communication fosters trust and mutual respect among board members, creating a culture of inclusivity where everyone feels heard. 

Conflict styles

Recognising individual conflict style is essential for effective conflict resolution, says Fiona. Each director brings unique perspectives on conflict, from those who are collaborative to those who prefer more direct confrontations.

By identifying diverse styles, boards can develop tailored communication strategies for resolving conflicts. This not only enhances interpersonal dynamics but also ensures the acknowledgement of all viewpoints, and the fluid navigation of disagreements.

Effective communication strategies

Effective communication is the backbone of a successful board. "Addressing difficult behaviour requires clear communication, active listening, and a focus on shared objectives," says Fiona. Dialogue that embraces clarity and respect opens the lines of communication and allows all directors to express their views, and feel valued.

To facilitate such constructive dialogue, it's essential to promote practices that support transparency and openness, with active listening being at the forefront. Active listening, a skill often overlooked, involves more than just hearing words; it requires a genuine effort to understand the speaker's perspective and the underlying emotions or concerns that may not be immediately evident.

When board members engage in active listening, they go beyond waiting for their turn to speak; they become fully present in the conversation, which significantly enhances the quality of the discourse. This practice supports an environment where transparency is not just encouraged but becomes a natural part of the communication process. Encouraging dialogue through active listening ensures respect for each member's contributions, and therefore builds stronger relationships and encourages collaboration, transforming potentially hostile encounters into opportunities for growth and mutual understanding. 

Creating a follow-up plan

A structured follow-up plan is essential for ongoing engagement and to ensure that meaningful conversations continue beyond the initial discussion.

Here are some steps to take for an effective process.

1. Set up regular check-ins: Scheduling regular follow-up meetings ensures continuous engagement and accountability among board members. These check-ins provide a structured opportunity to review progress on commitments, address any emerging issues, make necessary adjustments, and maintain momentum.
2. Create clear timelines: Establishing clear deadlines for actionable items keeps the board aligned and ensures that everyone knows what needs to be done and by when. This clarity helps prevent delays, promotes accountability, and allows for more effective progress tracking.
3. Evaluate progress: Follow-up meetings should be used to assess how well plans are being executed and to measure the board's progress toward its goals. Regular evaluations help identify areas where adjustments may be needed, ensuring that the board remains on course.
4. Encourage open feedback: Creating a space for open feedback during check-ins allows board members to express concerns, share insights, and suggest improvements. This ongoing dialogue helps to address issues before they escalate and promotes a culture of transparency and trust. Encouraging open communication ensures that all voices are heard and valued.
5. Celebrate achievements: Recognising and celebrating milestones during follow-up meetings fosters a positive atmosphere and reinforces the board's commitment to its objectives. Acknowledging accomplishments, both big and small, boosts morale and motivates members to continue striving for success.
6. Adapt to new challenges: Being flexible and ready to reassess strategies during follow-up meetings ensures that the board remains responsive to changing needs. Regularly updating plans based on current circumstances helps keep the board relevant and proactive in achieving its goals. 

Navigating difficult conversations within governance structures is essential for the efficacy of boards. By addressing challenging behaviours proactively and promoting open communication, governance professionals can create a collaborative environment that leads to better decision-making and stronger relationships among directors.

Find out more in the on-demand webinar 'Difficult conversations with difficult directors'.