Intro -- Contents -- Foreword -- Introduction -- Acknowledgments -- CHAPTER ONE: Faulty Direction -- Problem 1: Outdated Mission -- Problem 2: Off-Mandate Activities -- Problem 3: Vision Based on Negative Assumptions -- Problem 4: No Strategic Planning -- CHAPTER TWO: Governance and Structural Issues -- Problem 5: Oversized Board -- Problem 6: Overconcentration of Powers -- Problem 7: Dilution of Powers -- Problem 8: Issues of Self-Regulation -- Problem 9: No Disciplinary Measures -- Problem 10: Employees as Board Members -- CHAPTER THREE: Unethical Culture -- Problem 11: Cycle of Abuse -- Problem 12: Acquiescence and Submission -- Problem 13: Culture of Entitlement -- Problem 14: Preoccupation with Financial Self-Interest -- Problem 15: Advocating Constituency Interests -- Problem 16: Fishing for Partisan Support -- Problem 17: Conflict of Interest -- CHAPTER FOUR: Procedural Issues -- Problem 18: Binding Decisions at General Meetings -- Problem 19: Insistence on Unanimity -- Problem 20: Rushed Decisions -- Problem 21: Last-Minute Agenda Items (''Green Bananas'') -- Problem 22: Poor Preparation -- Problem 23: Disorganized Problem Solving -- Problem 24: Impromptu Motions -- Problem 25: Premature Closure -- Problem 26: Quick Votes -- Problem 27: Obsession with Rules -- Problem 28: Procedural Trickery -- Problem 29: Minutes That Focus on Individual Words and Actions -- CHAPTER FIVE: Problematic Board Members -- Problem 30: The Disengaged Board Member -- Problem 31: The Single-Issue Advocate -- Problem 32: The Rebel -- Problem 33: The Accuser -- Problem 34: The Bully -- Problem 35: The Know-It-All -- Problem 36: The Contrarian -- Problem 37: The Closet Parliamentarian -- Problem 38: The Short-Tempered Board Member -- Problem 39: The Overly Sensitive Board Member -- Problem 40: The Secretive Board Member -- Problem 41: The Talkative Board Member.

Problem 42: The Board Member Who Won't Speak Up -- Problem 43: The Mumbler -- Problem 44: The Lecturer -- CHAPTER SIX: The Ineffective Board Chair -- Problem 45: The Chair Who Biases Discussions -- Problem 46: The Chair Who Acts Unilaterally -- Problem 47: The Spineless Chair -- Problem 48: The Chair Who Is Attached to the Position -- Problem 49: The Chair Who Is a Poor Team-Builder -- CHAPTER SEVEN: Dysfunctional Boards -- Problem 50: The Board as a Social Club -- Problem 51: Groupthink -- Problem 52: Partisan Politics -- Problem 53: Too Many Soloists -- Problem 54: Paralyzed by Fear -- Problem 55: Driven by Rivalry -- Problem 56: Shortsighted Preoccupation with Money -- Problem 57: The Adversarial Board -- Problem 58: Post-Decision Attacks -- Problem 59: The Indecisive Board -- Problem 60: The Board That Never Turns Back -- Problem 61: Keeping Them in the Dark -- Problem 62: Nitpicking Over Small Details -- Problem 63: Deferring to Experience -- Problem 64: Collective Impatience -- Problem 65: Predetermined Outcomes -- CHAPTER EIGHT: Unproductive Board Meetings -- Problem 66: No Clear Purpose to a Meeting -- Problem 67: Chaotic, Disorderly Meetings -- Problem 68: Stuffiness and Formality -- Problem 69: Time Wasting -- Problem 70: Deadlock -- Problem 71: Side Conversations -- Problem 72: Electronic Distractions -- Problem 73: Sleeping During a Meeting -- Problem 74: Parking Lot Conversations -- Problem 75: Full-Scale E-Mail War -- Problem 76: Wasteful Teleconference Call -- Problem 77: Logistical Problems -- CHAPTER NINE: Flawed Interactions with Management -- Problem 78: Micromanagement -- Problem 79: Physical Labor Without Insurance Coverage -- Problem 80: Violating the Chain of Command -- Problem 81: Public Insults of Staff Members -- Problem 82: Rubber-Stamping Management's Recommendations -- Problem 83: The Dominant CEO.

Problem 84: Gifts from the CEO -- Problem 85: The Stonewalling CEO -- Problem 86: Sanitized Reports -- Problem 87: Private Briefings from the CEO -- Problem 88: Withholding Criticism -- Problem 89: Overuse or Underuse of Consultants -- Problem 90: Interfering with an Adviser -- Problem 91: The Timid Minute Taker -- CHAPTER TEN: Flawed Interactions with the Community -- Problem 92: Entrenchment and Defensiveness -- Problem 93: Capitulation to Political Pressure -- Problem 94: Behind Closed Doors -- Problem 95: Breaches of Confidentiality -- Problem 96: Board Acting as a Complaint Department -- Problem 97: No Boundaries Between the Board and the Community -- Problem 98: Cheering, Clapping, Heckling, and Harassment -- Problem 99: Misguided Focus on the Customer -- Problem 100: Unprofessional Appearance at Public Meetings -- Problem 101: Speeches Disguised as Questions -- APPENDIX A: Board Effectiveness Audit -- APPENDIX B: Board Evaluation Tools -- APPENDIX C: Myths and Truths About Rules of Order -- APPENDIX D: Tools for Meeting Chairs and Participants -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- About the Author.

A renowned meeting mentor and author offes a proactive guide to preventing conflict in even the toughest boardroom situations.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.