Peter Crow
  • Home
  • About
  • Musings
  • Research
  • Contact

Chairmanship: a mechanical process, or a deft art?

10/7/2023

6 Comments

 
Picture
Board are funny things. They are comprised of selected individuals (directors, board members) charged with meeting together to consider various matters for the purpose of making decisions. While it is true to say directors meet, decisions are made by the collective whole—the board—not individual directors. Therefore, every decision is unanimous. Complicating matters, boards only 'exist' when directors meet, and board work is, largely, endogenous; so, they need to be coordinated—someone needs to 'drive' the board. ​​​
The term 'chairman' (also, 'board chair, 'chair' or sometimes, 'chairperson') is the term used to identify the board member who carries such responsibilities—these being to convene the board’s meetings, ensure duties are discharged, and that steerage and guidance (that is, governance) is effective. But, as all directors are equal in law, the chair's role is exercised through influence, not command in any controlling sense. Given this, how should a board chair, well, chair the board? ​
While there is no one 'best' way of chairing, the following characteristics are conducive to better outcomes:
  • Build relationships: Effective chairs nurture trust and respect within the board; with management (especially the chief executive); and, with shareholders and legitimate stakeholders. 
  • Understand the business and the wider landscape: This includes corporate strategy and operations, organisational culture, competitive landscape, and emerging trends and disruptions.
  • Lead on purpose and values: The board needs to set the direction and the basis for decision-making and conduct. Sometimes, tough (even unpopular) decisions are needed, to ensure alignment and to secure in the long-term interests of the company.
  • Boardroom culture: Exercise tact and sensitivity, and maintain decorum. Respect confidences and maintain utmost confidentiality when required. Emotional intelligence, situational awareness, maturity, wisdom, and the ability to draw out the best in others are critical to effective chairmanship.
  • Show decisive leadership: Empathy and understanding is important, but only to a point—for these attributes do not drive decisiveness. Sometimes, assertiveness from the chair is required.
  • Learning and development: Effective chairs know they don't know everything—far from it—and things change anyway. Consequently, they tend to have a continuous learning mindset.
  • Nurture a broader skill set: Technical skills are necessary, but they are far from sufficient. The best chairs read widely and they encourage other directors to do so as well.
  • Embrace multiple perspectives: Eliciting different points of view during ideation and when debating topics is crucial if the board is to guard against groupthink. Cognitive diversity is important too; it has been shown to be an antecedent of higher quality decisions.
  • Listen: Chairs should speak last, having drawn and heard from others. When the time comes to speak, do so clearly and succinctly, and encourage colleagues to do likewise.
  • Manage time:​ Start on time, ensure the board moves steadily through the agenda and where practicable finish on or near time.
  • Ensure continuity: Consider succession, especially for the chief executive role but also for the chair.
Governance is tough because, inter alia, things change, sometimes unexpectedly; boards often need to make decisions without all the information they want; linkages between decisions and outcomes are contingent; and, directors' duties are unbounded. 
If boards are to govern with impact, chairs need to be alert: to ensure directors are actively engaged, and that they identify and consider relevant information, think critically and, together, make smart decisions in the best interests of the company. The chairs' priority is to convene the board and its work, and keep directors on track and the organisation safe. For this, a deft hand is needed.
6 Comments
Nelson Kuria
10/7/2023 14:17:41

Thank you Dr. Crow for this fantastic article, it's one of the best I have ever read. Having been a chair of many organisations in different sectors at different times, I have found it most insightful and practical.

Reply
Peter Crow
10/7/2023 16:13:59

Thank you Nelson, appreciate you taking the time to comment, more so as your perspective is founded on considerable real-world experience. Best wishes ~peter.

Reply
Lynné Smit
12/7/2023 03:39:58

This was an insightful article. The Chair has a difficult task sometimes to get all Board members to attend as equal partners as they are afraid to make a mistake. It is important to ensure them there is no right or wrong, but it is important to get them to participate and view their opinions.

Time management is sometimes difficult. It is important that all board members come to meetings well prepared and leave their comments on the board-pack in order for all to be prepared.

Thank you for the all the tips given.

Reply
Peter Crow
12/7/2023 06:11:42

Thank you Lynné, for your insightful comments, for they add resolution to what is, clearly, a rather complex picture.

Reply
Melvin D'lima
17/7/2024 19:02:46

Chairmanship comes with responsibility to draw out the participation of all Board members in meetings and decision making. Additionally a Chairman must manage conflict within the Board. S/he must be firm, yet flexible, decisive yet accommodating alternative view-points and all in the best interest of the business/non-profit organization whose Board you Chair. The role needs a continuous program of capacity development.

Reply
Peter Crow
17/7/2024 21:07:14

Thanks Melvin, great insights!

Reply



Leave a Reply.

    Search

    Musings

    Thoughts on corporate governance, strategy and boardcraft; our place in the world; and other topics that catch my attention.

    View my profile on LinkedIn

    Categories

    All
    Accountability
    Artificial Intelligence
    Conferences
    Corporate Governance
    Decision Making
    Director Development
    Diversity
    Effectiveness
    Entrepreneur
    Ethics
    Family Business
    Governance
    Guest Post
    Language
    Leadership
    Management
    Monday Muse
    Performance
    Phd
    Readings
    Research
    Research Update
    Societal Wellbeing
    Speaking Engagements
    Strategy
    Sustainability
    Teaching
    Time Management
    Tough Questions
    Value Creation

    Archives

    June 2025
    May 2025
    April 2025
    March 2025
    January 2025
    December 2024
    November 2024
    October 2024
    September 2024
    August 2024
    July 2024
    May 2024
    April 2024
    March 2024
    February 2024
    January 2024
    December 2023
    November 2023
    October 2023
    September 2023
    August 2023
    July 2023
    June 2023
    May 2023
    April 2023
    March 2023
    February 2023
    January 2023
    December 2022
    November 2022
    October 2022
    September 2022
    August 2022
    July 2022
    June 2022
    May 2022
    April 2022
    March 2022
    February 2022
    December 2021
    November 2021
    July 2021
    June 2021
    March 2021
    February 2021
    September 2020
    August 2020
    July 2020
    June 2020
    May 2020
    April 2020
    March 2020
    November 2019
    October 2019
    July 2019
    June 2019
    May 2019
    April 2019
    February 2019
    January 2019
    December 2018
    November 2018
    October 2018
    August 2018
    July 2018
    June 2018
    April 2018
    March 2018
    February 2018
    January 2018
    December 2017
    November 2017
    October 2017
    September 2017
    August 2017
    July 2017
    June 2017
    May 2017
    April 2017
    March 2017
    February 2017
    January 2017
    December 2016
    November 2016
    October 2016
    September 2016
    August 2016
    July 2016
    June 2016
    May 2016
    April 2016
    March 2016
    February 2016
    January 2016
    December 2015
    November 2015
    October 2015
    September 2015
    August 2015
    July 2015
    June 2015
    May 2015
    April 2015
    March 2015
    February 2015
    January 2015
    December 2014
    November 2014
    October 2014
    September 2014
    August 2014
    July 2014
    June 2014
    May 2014
    April 2014
    March 2014
    February 2014
    January 2014
    December 2013
    November 2013
    October 2013
    September 2013
    August 2013
    July 2013
    June 2013
    May 2013
    April 2013
    March 2013
    February 2013
    January 2013
    December 2012
    November 2012
    October 2012
    September 2012
    August 2012
    July 2012
    June 2012
    May 2012
    April 2012
    March 2012

Dr. ​Peter Crow, CMInstD
© Copyright 2001-2025 | Terms of use & privacy
Photo from Colby Stopa
  • Home
  • About
  • Musings
  • Research
  • Contact