Greater Governance | Excellence in Board Leadership
A strong leader can transform a board from functional to exceptional. Over the last ten years, I've served in leadership on four boards and have both witnessed and worked with several dozen more. Here are three qualities, and real ways they have shown up in practice, that I've seen in the most effective Board Chairs:
Commitment to the Executive Partnership
A strong Chair builds a copilot relationship with the chief executive. One that is candid, open, and aligned on strategic priorities.
Regularly Connection Point. Schedule a regular check-in (monthly or biweekly) with the CEO/Executive Director to align on strategy and board priorities. Keep it short, have a standing agenda, and use this time to strengthen your understanding of the organization and build trust.
Strategic Communication. Agree on what information the board needs and how/when it should be shared.
Open feedback. Establish a practice of two-way feedback: ask, “What do you need from me right now?” and share the same.
Deepen the bench. Bring in the Vice Chair in early—so succession is seamless and trust is built in advance. Have them join your check-ins and/or build their own relationship with the Executive.
Intentional Culture Caretaking
Effective Chairs set the tone for how the board shows up, champions education, upholds shared values, and helps bridge new board members with old.
Modeling. Model preparation by circulating agendas early and coming ready with good questions.
Connect and Check-in. Open each board meeting with a moment that fosters connection (personal check-ins, brief mission story, etc.). At the Associated Recreation Council, we take turns each meeting by highlighting one of our shared values and sharing what it means to us personally in that moment.
Intentionally introduce board members to each other. Make personal connections, connect the dots, point to shared interests. I call this Helping the Hello. Most people are good in conversation and just need some help initiating.
Address unhealthy dynamics early (side conversations, lack of follow-through, combativeness) directly but constructively. Skillful radical candor is required for effective governance.
Prioritize governance education. Many boards are woefully unprepared and under-educated when it comes to their role and responsibilities as board members. Whether you have an annual retreat or build learning into each board meeting... you need to embrace a culture of ongoing learning.
A Succession Mindset
Great Chairs don’t cling to power. They cultivate it in others. A strong board should have a deep bench of individuals who are willing to step up and do the work when called to it.
Have a succession plan. Not just for the CEO/Executive but for the Board Chair position and any other board role that plays a key part in board operations. Write it down, and build in a cadence for refreshing the board and revisiting the strategy.
Expand low-stakes leadership opportunities. Consider using a co-chair model on your committees, leverage short-term task forces, and find opportunities for board members to step up on a project basis.
Share facilitation. Invite board members to help facilitate a part of a board meeting or discussion topic.
Executive Exposure. Rotate board members into executive conversations or planning sessions to expose them to leadership decision-making, and to strengthen trust directly with the Executive.
Bring the Inside>Out. Find appropriate opportunities to narrate your process: “Here’s how I approached this conversation…” so others can learn by observing.
Model balance. Set boundaries on time and energy so the role looks sustainable, not overwhelming.
Mentorship. Proactively identify and mentor your successor well before your term ends. Avoid having board members on their last year of service also serving in the Chair position.
At its best, the Board Chair role is about stewardship. Together with their Executive, they can help create the conditions for the Board to do its best work in service of the mission.