Voici un article paru dans Nonprofit Quaterly qui montre clairement que l’efficacité d’un conseil d’administration repose beaucoup sur les qualités personnelles (la personnalité) des membres du conseil. On a trop souvent tendance à oublier que certaines qualités sont essentielles au bon fonctionnement de l’équipe. Cet article écrit par Karl Mathiasen en septembre 2003 est toujours d’actualité. Savoureux !
« We have always found it a bit odd that discussions of board governance almost never include a discussion of the powerful effect of personality on the way the system functions. This classic article is an amusing romp through the painful absurdities caused by some of the more extreme “types” we find on our boards. But it has been decades since this was written by the indomitable Karl Mathiasen, do you have any “types” you would like to add?
It is an underlying assumption of this article that most of us want a working board and, if this is what we want, the personal qualities of board members are enormously important. Why?
A fully engaged, working board must faithfully struggle to form a body within which there are shared values, understanding, tolerance and mutual respect. It does not have the time to deal with those who come to the board without real commitment or are unwilling to learn about and follow the dynamics of that board.
Thus, as difficult as the task of identifying desirable personal qualities might seem at first glance, it remains an important and worthwhile task. My observations about some desirable and undesirable qualities for board members follow ».