• Angry Patients
• Careers in Crisis
• Coaching
• Difficult Patient Behaviours
• Governance
• Intergenerational Issues
• Leadership & Management
• Mediation
• Mission, Vision & Values
• Professional Conduct
• Situational Coaching

Governance

Building commitment in team members is critical to goal attainment. Any leader intent on maximizing the value of a company's resources knows that this can only be done when its people are pulling together. But when they are not, what are a leader's choices?

Eric Radke is a new member to the board of a publicly traded company and the market analysts are thrilled that he is on board. In his mind, Eric knows what needs to be done and it is his job to make sure that the company is rescued. He believes that the CEO is incompetent and the company is going no where. Eric comes to meetings with a direct, "take-no-prisoners" kind of attitude. The challenge is that not all of the other board members agree with Eric. Some wholeheartedly support the CEO and resent Eric's bullying. They believe that the direction of the company is right on strategy.

And then there is Mike. There has been a Stoppard on the board of directors of the company ever since it began almost 80 years ago. Michael Stoppard III is the latest Stoppard to join and he has been an exemplary board member … until lately. His attendance has dropped off as has his passion for leadership.

Participants, in the role of chairperson, explore how to have a difficult conversation with a board bully who has a lot to offer the company but is out of line in the way he is dealing with people. They then uncover how to have a similar conversation with a person like Mike who is slowly pulling away. How can they approach both of these characters without killing whatever commitment they have for the company?

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