In my 40 years as a nonprofit organization development consultant focused significantly on what happens in the boardroom, I have observed that the relationship between board and execs is very, very, very dependent on trust. Trust, among other elements, involves a board believing what the exec says but not of course without the facts (noting that the belief comes into accepting that the facts are indeed, facts. Trust also involves a board believing that the exec will do what they say they will do. There are of course other elements but these two elements stand-out for me at this moment as I ruminate in particular over one chief executive's approach to board engagement.
The chief exec I am thinking about doesn't like his "board". He doesn't trust them and they don't trust him. He doesn't treat them like they are his partner and he doesn't want to ever provide them with anything they ask for. And, his facts are never completely accurate. He is not accountable nor believes he should be. And, when asked to meet, he arrives only to say he won't have a conversation because his board doesn't respect him.
What would be your recommendation to solve this situation?