Comments on: How do I deal with a troublesome board member? http://gigaom.com/2007/05/18/how-do-i-deal-with-a-troublesome-board-member/ The Business of Technology Tue, 02 Dec 2008 21:41:14 +0000 http://wordpress.org/?v=MU hourly 1 By: bluelines http://gigaom.com/2007/05/18/how-do-i-deal-with-a-troublesome-board-member/#comment-873604 bluelines Sat, 19 May 2007 12:49:55 +0000 http://foundread.wordpress.com/2007/05/18/how-do-i-deal-with-a-troublesome-board-member/#comment-873604 One approach you could take is to take the troublesome director through a short presentation on the original business plan he bought into, and the progress you've made with respect to that business plan. In this scenario it's important to be completely honest about where you are. If things are not on plan, then addressing this issue directly and explaining the strategy to get back on plan will give you more credibility with the director. If it doesn't then you know there is something seriously wrong with the relationship.} One approach you could take is to take the troublesome director through a short presentation on the original business plan he bought into, and the progress you’ve made with respect to that business plan.

In this scenario it’s important to be completely honest about where you are. If things are not on plan, then addressing this issue directly and explaining the strategy to get back on plan will give you more credibility with the director. If it doesn’t then you know there is something seriously wrong with the relationship.}

]]> By: sbyrnes http://gigaom.com/2007/05/18/how-do-i-deal-with-a-troublesome-board-member/#comment-873605 sbyrnes Fri, 18 May 2007 14:03:09 +0000 http://foundread.wordpress.com/2007/05/18/how-do-i-deal-with-a-troublesome-board-member/#comment-873605 If we assume that the board member is still rational and just motivated by different self-interests, I would start by meeting with the members of the board individually to assess their expectations and get feedback. Sometimes board members will be artificially hard to please to make sure they are driving you as hard as they can - and the best way to determine that is to find out where you stand. Investors trying to force an exit is a risk of raising investment from any form of institutional investors. Your best defense will likely be the other investors if you can convince them that your plan is sound and there is a bigger payoff by not forcing things too soon. At the end of the day, even if your strategy is correct and your team is on board your investors can force you in a different direction if their interests diverge from yours. If the investor is irrational then the other board members have probably noticed as well. That would be easy to identify during in person meetings. Best of luck, board member issues are tough and stressful.} If we assume that the board member is still rational and just motivated by different self-interests, I would start by meeting with the members of the board individually to assess their expectations and get feedback. Sometimes board members will be artificially hard to please to make sure they are driving you as hard as they can - and the best way to determine that is to find out where you stand.

Investors trying to force an exit is a risk of raising investment from any form of institutional investors. Your best defense will likely be the other investors if you can convince them that your plan is sound and there is a bigger payoff by not forcing things too soon. At the end of the day, even if your strategy is correct and your team is on board your investors can force you in a different direction if their interests diverge from yours.

If the investor is irrational then the other board members have probably noticed as well. That would be easy to identify during in person meetings.

Best of luck, board member issues are tough and stressful.}

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