Some chief executives have strong preferences for building external relationships over internal relationships, especially with the board.  These tough-to-keep-on-the- porch" E.D.'s could be termed “bloodhounds.”   Bloodhounds many become easily exasperated at a board which they perceive to be dominated by members with both inadequate time and capacity to provide the governance activity that the organization needs to thrive.

In a he said/she said stalemate about who needs to change first, the board or the E.D., the inadequate relationship chemistry results in the organization, clients and the community all being losers.  In the face of this situation, committed board members need to put in more time and energy, to improve their effectiveness and to keep the bloodhound attracted to new possibilities within the board. 

The bloodhound who is committed will understand that the work at home, although a challenge, is where he/she is needed most and the relationship with those key internal leaders has to be give priority.  The bloodhound cannot simply be directed by the board to be something against their nature.  If the bloodhound gives up too easily or is too demanding, then only a parting of the ways will create less pain for all parties and create a renewed opportunity for the organization to move forward.

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3.22 Copyright (C) 2007 Alain Georgette / Copyright (C) 2006 Frantisek Hliva. All rights reserved."