- by Sophie Pinkoski

The board chair is often the unsung hero of any organization. They set the culture and tone for board meetings and act as the communications go between for the CEO and board. A successful board chair empowers the board to make the best decisions for the organization and acts as a confidante for the CEO. It takes someone with particular skills to take on such a central role.

Here are some key qualities to consider for selecting an your next board chair:

Integrity and self-reflection–– Setting the tone of the board means coming into every meeting with courage and vulnerability. The board chair sets the example for how directors are expected to participate in discussions. They reliably demonstrate consistency and ethical decision making to create a space for productive discussions. By nurturing an environment of psychological safety, they make sure each director feels heard and comfortable sharing their perspectives, even if it contradicts the majority, or goes against the status quo. In fact, the board chair should be able to encourage the multitude of insights and experiences that comes with a cognitively diverse board.

A self-aware board chair knows how to look inward and reflect on their impact on their directors and CEO.

Being open to feedback and assessment shows the chair is willing to take on directors’ concerns to improve board performance. Keeping a keen eye on the shifting dynamics of the board makes it easier to curtail rising tensions and prevents dysfunction.

Communication and facilitation skills–– A good board chair listens first and speaks second. Their role in board meetings is to keep the conversation progressing, and relevant to the agenda items. Sometimes this involves encouraging certain directors to speak and limiting more dominant voices to ensure everyone has the opportunity to share their perspectives. The chair moderates the discussion and facilitates the ebb and flow of the conversation. They know how to give sufficient time and energy to the organization’s biggest priorities for timely decision making and strategizing to move objectives forward. Addressing these topics may involve opening the discussion up to hard questions, exploring not just potential opportunities, but significant risks and challenges for the organization as well.

Visionary leadership and strategic focus–– It's integral that the board stays rooted in the organization’s purpose and mission. This means the board chair must be aligned with the organization’s objectives. As the external landscape is constantly changing, this involves staying up to date on new and upcoming trends on the horizon in order to build the organization’s resilience and flexibility, able to adjust to just about any eventuality.

This kind of strategic foresight means the board chair keeps potential risks and opportunities at front of mind, navigating board discussion toward decisions for long term strategy, rather than brainstorming short term fixes.

Conflict management–– An emotionally intelligent board chair aims to empower their directors to speak their minds for the good of the organization, building their confidence and trust over time.

Conflict resolution is also key in moderating board discussions.

While diversity of thought is key for effective decision making, the variety of different perspectives can naturally lead to tension. The right kind of tension can be productive for board debates. It’s up to the board chair to identify when these differences are constructive and when it begins to derail the discussion entirely. Tension in the boardroom can be healthy. The chair needs to encourage the group to identify the root causes of conflict and then seek a path forward.

The role of board chair integrity, vision, and the ability to bring out the best in others. By choosing a leader who listens deeply, manages conflict, and keeps the organization anchored in its mission, your board can set itself up for stronger decisions and lasting impact. The right chair doesn’t just guide the board; they empower it to fulfill its highest potential and steer the organization confidently into the future.

Further Reading:

"What is the one leadership quality or attribute that is absolutely necessary for a board chair?" Board Source

What makes a good Board Chair? Integrity Governance

5 Qualities That Make A Good Board Chair, Fortune

Choosing The Right Board Chair for Your Board, Diligent

10 Attributes of a Great Chair, Leading Governance

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