How can the Chair support the board and executive through change?
We recently sat down with two Chairs, Moira Sinclair (Clore Leadership) and René Olivieri (National Trust), to discuss their experiences of chairing boards - in particular, the role the Chair plays during moments of strategic shifts in an organisation.
We also heard about what works to manage division between the Chair and board and the executive, and how to make sure this is a productive relationship. We’ve summarised below some of René and Moira’s tips for doing exactly this.
Spread the load
Build a team around the Chair by creating a Vice Chair or giving enhanced roles to Chairs of key committees. For short term, wicked issues create task and finish groups which can be a mix of staff and trustees. Co-opted specialists can help here too. By spreading the load in this way, you open up the space for longer-term, strategic conversations at the board.
Do the work in creating an inclusive culture which supports everyone to contribute
The Chair sets the tone and culture for the rest of the organisation. To avoid the conversation being dominated by the loudest, put a time limit on people’s contributions and actively invite challenge, awkward questions and contributions from quieter voices in and out of the meeting.
Seek feedback and make time for self-reflection
You can normalise habits of self reflection by making feedback part of every meeting – simple and powerful questions include “What worked well?”, “What could we adjust or stop next time?”, “What have you seen working in other meetings that might work here?”. The Chair needs to be included in the regular trustee appraisal cycle and the Chair’s appraisal is often led by the Vice Chair.
A supportive (but not overly cosy) relationship with the CE is critical
Regular check-ins, a good scheme of delegation, being available for ad hoc counsel and providing a listening ear are all critical basics that support a strong relationship between Chair and CE. Having time with the CE and trustees together alone is also seen as an important safety valve if challenges in the senior team or sensitive issues need to be shared.
Celebrate and connect
This is a tough environment in which to operate so celebrating organisational wins and marking important anniversaries is more important than ever. Keeping the connection between trustees and the work of the organisation keeps people motivated, engaged and informed.