Board members should all understand that culture is set from the top.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.
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 from management, it has to come from the CEO. If the CEO and chair have a reasonably open relationship, that may be easy enough but in your case, I think this feedback is best coming from the board.I would hope other directors are also noticing the impact the chair is having on the corporate culture.
If a review is not imminent, your CEO can consider asking another board member for their advice on how to tackle the situation. If your CEO explains the impact the chair’s manner is having, including the fear of speaking up, the director should work to find a way to provide this feedback without damaging the board’s relationship with management.I’m looking at finding a new job to be closer to home as my commute has become quite tiresome, between two and three hours a day.
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