In these kinds of structures, organisations often try to cover all risks – from power struggles to unclear responsibilities – by very precisely defining the balance of powers and duties in the articles of association, says Rogier Deumes, assistant professor of Corporate Governance at the School of Business and Economics. But that isn’t the main risk, he says. “Everything can look perfect on paper, but it’s ultimately about how the dynamics work in practice. If something goes wrong, the chair’s reaction sends a message to the organisation. And two leaders, each in charge of their own domain, can send mixed messages.”
This is rarely intentional, Deumes adds. “It often happens unconsciously, but that is precisely why it’s so important to be on guard against it. You need to make sure your policies form a coherent whole and stay consistent, or else you’ll increasingly drift apart.” Staff pick up on those unconscious cues, for instance what gets priority or which problems are addressed the most, and use them to work out what truly matters within the organisation. “That’s why one chair often ends up having more influence in practice. It’s rarely about personality.”
The risk is greatest when pressure is unevenly distributed across the two domains. “Healthcare, education and research each have their own pace and deadlines. A patient safety issue requires an immediate response; there’s little time for delay or room for nuance. In academia, processes tend to move more slowly. When tensions rise, the pressure will almost automatically fall on healthcare. And leadership dynamics follow that pressure.”
How can this be avoided? According to Deumes, the three other board members will be of crucial importance. “They are in a great position to monitor the situation. They must point out unconscious cues and make implicit tensions explicit – and, like the chairs, stay in touch with the day-to-day reality of the organisation. You must keep your finger on the pulse. After all, this is a risk, but that doesn’t mean it’s inevitable.”
The Supervisory Board also has a role to play, “mainly as an advisor and sounding board. But it must take care not to exacerbate these dynamics by – again, unconsciously – primarily turning to one chair.”
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