The different types of director

by Patrick Dunne - Wednesday, 29th August 2007

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The silent seether
The clever one who lacks the confidence to get heard. So they sit and seethe. Afterwards, they vent their spleen on their colleagues or spouse, threatening to resign if it ever happens again. They never do. They continue to sit and seethe. Until they snap.

The seether 
Closely related but neither as quiet nor bright. Also known as a "chippy". Skilful chairmen use seethers to utter a more outrageous version of what needs to be said. Usually, though, they're a bit of a pain.

The key influencer 
Needs no description. Often a powerful family member, heir apparent or non-executive.

Mr/s Wonderful 
They do exist. Ideal board material. Has strong views but will listen to others. Questions, rather than states, but you know damn well where they are coming from. Not a slave to political correctness or compromise. Shares the responsibility for a problem even when they counselled against the course of action responsible for the mess.

The quiet floater 
The diplomat who never does much - so has never done much wrong. A master at letting others do the fighting and emerging the winner by making a small compromising contribution at the end.

The silken tongue 
A source of great irritation. They have a wonderful capacity to sound good but aren't. It sounds so convincing. It's only when you stop to think, or try to convert their words into action, that you realise they've been speaking complete and utter claptrap.

The really useful old hand 
Always handy. They have seen the swings of the economic cycle and experienced the highs and the lows. Their store of general and specific industry knowledge is usually undervalued by the board. Fiercely loyal to the values of the company but possessed with a keen sense of when it's right to change. Someone you would love to have as an uncle or aunt.

The really useless dead hand 
Masters of the school of decision avoidance. Usually only tolerated because of their shareholding or some other accident of history. They tend not to be the brightest of people; in their desire to procrastinate, they love having mountains of explanatory information to hand.

The great debater 
Some people just love to talk. They won't just explore the options; they will explore the world. Board meetings tend to get much longer as a result.

The young pretender 
Can come to grief on the rocks of arrogance and jealousy, because it's so tempting to flex the muscles when power isn't yet theirs – and because others, knowing it soon will be, may be suitably compliant. Any heir-apparent needs a mentor and a constructive critic to keep them balanced.

The pulse 
The one with an innate sense of what people think, both inside and outside the company. Helps the board spot a wonderfully logical decision that no one will carry out or when it is time for the mood to change. Tremendously helpful at calibrating presentations by divisional managing directors and other similar barons.

Rosy 
No matter what, Rosy finds a positive interpretation. While they may be useful in cheering up the rest, they are typically an over-promoted super-salesman unsuited to a position on the board.

Another classic from Patrick, drawing from one of his several books on boardroom practice. First published in May 1997.

Tags: diplomat, family member, family businesses, business advice, board member, board meeting, boardroom,