Board Dynamics: Overcoming Miscommunication Among Directors

Effective communication is the lifeblood of any well-functioning board of directors. When miscommunication occurs, it can lead to confusion, poor decision-making, and misalignment that undermines the board’s ability to provide strategic oversight and governance for the organisation. Just like the game of “Telephone” where a message becomes increasingly garbled as it gets passed along, miscommunication among directors can distort critical information and perspectives.

There are several key factors that contribute to miscommunication within boards. By being aware of these potential pitfalls and implementing practical solutions, boards can take proactive steps to promote clear, open communication and ensure all directors are operating from a shared understanding.

Lack of Familiarity and Rapport

Board members are often accomplished professionals who may have little prior connection with one another. Without the foundation of established relationships and camaraderie, communication can suffer. Directors may hesitate to speak up, challenge one another’s viewpoints, or ask clarifying questions.

To build rapport and familiarity among directors, consider these approaches:

• Host quarterly social events or casual team-building activities to allow directors to mingle and get to know one another outside of formal meetings.
• Engage a professional facilitator to run communication/listening workshops or exercises at board retreats.
• Assign board “buddies” and encourage new directors to connect one-on-one with longer serving board members.
• Attend director professional development events and conferences.

Inability to Collaborate in Real-Time

For boards with members dispersed across different locations or time zones, the logistics of getting everyone together can hinder collaboration. If meetings only happen intermittently, there are fewer chances for directors to actively work through issues as a cohesive group.

To enable real-time collaboration despite distance barriers, boards can:

• Implement a board management software platform.
• For major decisions or strategic planning, arrange periodic in-person workshops or retreats for deeper-dive discussions.
• Establish a secure online space for directors to have discussions and information sharing between meetings.

Inconsistent Information and Materials

While it’s critical that all directors receive the same core materials to inform their perspectives, outdated or differing versions of documents can lead to disparities in the information they rely upon. In the past, this was a common issue with printed board books that couldn’t be updated once printed and distributed.

To ensure consistency of materials and information across all directors, steps include:

• Use a digital board management software platform as a centralised repository for all board materials.
• Follow rigorous procedures for any last-minute updates to materials to ensure all directors receive the same revisions simultaneously.
• Assign an admin to meticulously monitor and validate material consistency across all distribution channels.

Incomplete Information and Insights

Sometimes miscommunication stems not from conflicting information, but from an overall lack of sufficient information and context. When critical data, reports, or insights are missing from the board materials, directors are left to make decisions without a comprehensive understanding of the issues at hand.

To provide directors with comprehensive insights and resources, the following can help:

• Provide directors with a board portal containing supplemental materials, archives, research, and background information.
• Build in sufficient lead time for management to gather all relevant materials before distributing board packages.
• Make subject matter experts available for director briefings or Q&A sessions before and during meetings as needed.

Lack of Focus and Prioritisation

Even with the right people, relationships, and information, unproductive meetings and miscommunication can arise when discussions veer off-track. The root causes range from personal distractions and interruptions to a tendency to get mired in minutiae and lose sight of the core objectives.

To keep meetings focused and well-prioritised, boards should consider:

• working closely with the board chair to develop a well-crafted agenda that balances time and prioritises key topics.
• Agree on discussion protocols such as parking lot for subtopics, time limits for agenda items, limiting sidebar conversations, etc.
• Use virtual meeting tools that enable screen sharing, annotation, and other engagement features to maintain focus.

Disorganisation and Time Constraints

Part of maintaining focus is good time management – valuing directors’ time by ensuring meetings are concise and organised. When meetings run overtime or major discussion points get rushed through at the last minute, miscommunication is far more likely to occur as key issues don’t get the attention they deserve.

To properly manage meetings and capture all vital information, solutions include:

• Utilise a consent agenda to streamline board meetings and improve the quality of discussions.
• Build in buffer time on the schedule for complicated topics that may require longer discussion.
• Utilise a board management platform with meeting timeline tools, time-stamped notation, and action item tracking.

Differing Perspectives and Backgrounds

The true power of a diverse board lies in the wide array of experiences, skill sets, and perspectives that each member contributes to the discussion. But that strength can become a weakness if those divergent perspectives and backgrounds lead to miscommunication or misunderstandings.

To bridge diverse perspectives in a productive manner, boards can:

• Provide educational sessions, training, or materials around effective communication, active listening, and understanding cognitive biases.
• Establish a board culture of candid but respectful dialogue by developing discussion norms and calling out any lapses.
• Assign a designated contrarian or alternate viewpoint role during key debates to ensure alternative perspectives are voiced.

Human Nature and Biases

At the end of the day, directors are only human. Interpersonal dynamics, personal biases, differing communication styles, and basic human traits like selective listening or dislike of being wrong can all contribute to the miscommunication equation.

To account for human factors when communicating, potential solutions are:

• Retain an experienced independent board chair or third-party facilitator skilled at managing board dynamics objectively.
• Provide training to all directors on emotional intelligence, conflict resolution, and crucial communication skills.
• Implement periodic board assessments, self-assessments or peer feedback mechanisms to surface unproductive behaviours.

The Importance of Director Training

One of the most impactful investments a board can make to improve communication, and the board as a whole, is ongoing professional training and development for its directors.

While directors are accomplished leaders, the skills required for exemplary board service are unique. By undertaking training customised for boards, directors can strengthen capabilities critical for effective communication and group dynamics:

• Emotional intelligence and self-awareness training to understand communication styles, unconscious biases, and managing reactivity
• Constructive communication workshops covering skills like active listening, asking insightful questions, and clear expression of views
• Group facilitation and meeting management coaching for board chairs and committee leaders
• Education on group dynamics, conflict resolution, and building a culture of mutual trust and inclusivity
• Continuing director courses and education on emerging best practices all aspects of boards and governance.

The Bottom Line

Overcoming miscommunication requires awareness, a solutions oriented focus, and ongoing effort. Building productive board dynamics and clear lines of communication doesn’t just happen. It takes initiative to build rapport, leverage the right tools and processes, prioritise open dialogue, and remain vigilant about communication pitfalls. But achieving that open, transparent communication is well worth the effort for the strategic and organisational impacts a cohesive, aligned board can deliver.