Becoming a better chair

1. Know what you're in for

If you are approached to become a chair you will need to know what you're in for.

• Ask what the mission of the organisation is
  An organisation without a mission might as well not exist.
• Think about your reputation
  As chair, whether you like it or not, you will be seen as the embodiment of your group's mission. You will align your reputation with this organisation, so don't risk it all on a group that you don't believe in or trust.
• Leadership is not a popularity contest
  There will be days when you wish you'd never taken the job and could just walk away, but that's part and parcel of the responsibility you take on. Think carefully before you jump on board, and remember, you won't always be able to please everybody.

2. Commit to the time demands

Being an effective chair is no easy feat - it will involve plenty of time and effort to be done properly.

Ask how much time it is expected the role will consume, but don't hold too much faith in the figure you're given. As a rule of thumb, the role will take two to three times the amount of time you are told it will take.

3. Earn your authority

One of the most critical things a chair needs to do is gain the respect and confidence of other board members.

Your authority as chair comes from the rest of the board - this means that you will only have as much power and authority as they give to you.

For this reason it is a good idea to have a detailed - and agreed-upon - role description. This will lead to no doubts about what your role entails, and will allow you to get on with the job.

4. Keep an eye on the road

You don't need to be a prophet, but one of the roles of a chair is to ask: "Where to from here? In what direction are we heading? Is it the right direction?"

During your strategic planning cycle, be sure to write down your mission and create a series of steps you will need to take to achieve that mission.

Being able to look ahead with a clear understanding of where a board is leading its organisation is a priceless talent for a chair to possess.

5. Know the importance of agendas and meetings

A good chair will set timely and clear agendas - a great chair will also do an imaginary walkthrough of the meetings to ensure they will be effective.

When planning a meeting try to ensure that these key areas will be appropriately covered:

• Don't waste time - ensure everything will be covered in a timely manner. Know when to wrap things up and put an item to a vote.
• Plan ahead - have a running sheet with timing and proposed outcomes.
• Have purpose - work to goals, strategy, budget and performance.
• Reflect - critically evaluate meetings to see what was done well and what could have been improved.

6. Lead by example

Cliché or not, leading by example is a truism worth thinking about. As chair your actions will influence those of the entire board. Remember to do these things and the rest of the board will follow:

• Be present, punctual and prepared.
• Encourage contributions from everyone.
• Stick to the time limits allocated for discussion.
• Ensure constructive discussion.
• Try to communicate in person - email shouldn't be your only point of contact.

Leading by example can often include relationship management between board members. Here are some points to consider:

• While being a board member is a serious role, it is important to retain your sense of humour and try to have some fun on the board. Keep in mind that there is a social dimension to every board.
• Ensure that the board can cope with internal disputes without falling to pieces - this includes making sure final decisions are accepted by all.
• Allow for constructive criticism, but be wary of humiliating anybody - some conversations are better held one-on-one.

7. Communicate, communicate, communicate

The chair acts as the link between the board and an organisation.

For this reason the relationship between the chair and CEO is vitally important. A good way to develop a positive relationship with your group's CEO is to set aside regular time to meet and have a casual discussion about organisational issues.

Look at how you are going, what challenges are coming up and if there are things bubbling below the surface that need to be dealt with.

It's also important to decide who will communicate with the media and the public, whether it will be you (the chair) or the CEO. Once it is decided, be sure to understand that there are some things that you do not shout to the media.

Things that are discussed at the board table are confidential unless there is implied or expressed permission to talk about them elsewhere.

8. Reputation is key

Like it or not, the chair is often considered the embodiment of the organisation.

Be sure to act as a representative of the board in public settings - your behaviour will often reflect on your board and organisation.

It is useful to have an agreement with the CEO on what your public role will be - as mentioned before, this includes whether you will be a spokesperson for the organisation when the media comes calling.

Also, as an ambassador, your reputation will stick to the organisation and the organisation's reputation will stick to you. Be aware that being chair means you firmly link yourself to the organisation.

9. Evaluation and succession planning

Part of your role will include ensuring there is a process for the evaluation of board members, and, eventually, their succession.

Ensure there is a clear succession plan for your board members, CEO, senior staff, committees and even (especially!) yourself as chair. It's an important job. You don't want it to fall to whoever happens to turn up on the day.

10. Coach the team

In many ways the ideal chair acts like a football coach.

Sounds like a questionable link? Think about the following similarities. It is your job to:

• Set expectations and motivate people to meet them.
• Ensure everyone is given a voice.
• Ensure everyone is in the right positions, according to their individual strengths and abilities.
• Be a leader - a strong and confident leadership style can transform and inspire a football team or board.
• Promote teamwork and encourage consensus - but keep your eye on the ball and be strong enough to vote when needed.
• Mentor and motivate, but don't tolerate poor performance.
• Encourage good behaviour and discourage bad behaviour.
• And stick by your captain on the field - the CEO. Encourage them and show your confidence in their abilities - but be ready for a change when they're no longer the best person to lead your team.