Each week, Dr Kirstin Ferguson tackles questions on workplace, career and leadership in her advice column, “ Got a Minute? ” This week: a challenging chair, getting a reference from your current boss and job-hunting at 60. Board members should all understand that culture is set from the top. Credit: Dionne Gain I am part of a senior executive team that has rebuilt our employee culture after our sector was decimated from COVID.
We have seen lots of change with our board, and have a new external chair. They are familiar with the sector, although it’s not their professional background. The chair patronises me and my chief executive in meetings, despite our experience.
Their behaviour is challenging to navigate as they are literally in the building for the meeting and then out again, often snapping at us and leaving. If it were someone in my team, I’d feel confident to have a conversation about our culture and company values, and explain why this communication style is challenging. But I’m finding this really difficult to imagine with a board member, let alone the chair.
What do you advise? The first person you need to speak with is your CEO. Does your CEO also struggle with your chair’s conduct and manner? Have you asked your CEO for advice on how they recommend you proceed? It sounds like your chair doesn’t understand culture is set from the top. Someone needs to provide feedback to the chair on the impact their behaviour is having, and if that feedback is to come.
