The Handbook of Board Governance, 2nd Edition

6Great Boards Don't Exist Without Great Chairs:

Elizabeth Watson QC

CEO and Founder, WATSON Advisors Inc.

Heather Kelsall

Associate at WATSON Inc.

Introduction

In governance circles it has long been recognized that the board chair plays a key role in overall board performance. The chair role touches all aspects of the board and its work—it is challenging and takes time, practice, and reflection to truly master. This chapter unpacks this critical role and the implications of key shifts in the chair role. It explores what the role entails and what it takes to be a great chair in today's boardroom.

The chair sets the tone at the top for the board and, in concert with the CEO, for the organization. The chair orchestrates the board's work, elevates individual and board-wide performance, and manages boardroom dynamics. While in the past the chair's role might have been seen primarily as managing meetings and liaising with the CEO, today there is a growing appreciation of the breadth and complexity of the role, including such activities as planning the forward agenda, ensuring the right information is before the board, framing key issues for board decision or oversight, orchestrating the strategic planning process, nurturing relationships with stakeholders, and fostering a healthy board culture.

Along with this evolution in how the chair contributes to the board's work comes a shift in the skills and attributes required for success in the role. Traditionally, chairs were chosen for ...