Working well - meeting the challenges all chairs face


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PM1 presentation from NCVO / BWB Trustee Conference 2013. Ruth Lesirge, Founder and Trustee, Association of Chairs Ros Oakley, Founder and Trustee, Association of Chairs.

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Working well - meeting the challenges all chairs face

  1. 1. PM1: Working well – meeting the challenges all chairs face Ruth Lesirge, Founder and Trustee, Association of Chairs Ros Oakley, Founder and Trustee, Association of Chairs
  2. 2. Purpose of today • Consider the role – and differing demands made on the Chair of a not for profit • Investigate needs and wants • Explore ways of supporting Chairs
  3. 3. Introductions • Who we are • Who is in the room?
  4. 4. Governing Effectively • As a Chair or Vice Chair, what has been most helpful to you in leading your board? • As a trustee or CEO, what has helped your Chair be effective? • What aspect of chairing keeps you awake at night?
  5. 5. Fill in card • Helpful • Keeps me awake
  6. 6. Research: Literature Review • Brief developed in collaboration with NCVO • Conducted by Anjelica Finnegan • Available on our website:
  7. 7. Our questions • What influence do Chairs have on the effectiveness of the organisations they chair? • Attempts made to identify the characteristics of effective Chairs/chairing? • How Chairs add most value/cause most damage and how big the problem of poor chairing is?
  8. 8. And . . . • What assessment has been made of interventions that improve the chair’s effectiveness? • What are the motivations of non profit chairs? • How are they selected? • What problems do Chairs face?
  9. 9. Influence on the effectiveness of the organisation • Largely based on perceptions of key actors • Exceptional chairs provided stability and helped morale during major crises • Poor chairs contributed to ‘slow death’
  10. 10. Characteristics of effective Chairs • Motivation and style • Capacity to lead • Personal attributes • Ability to relate • Ability to advance the organisation externally
  11. 11. How do Chairs add most value or cause most damage? • On Board • On Organisation • On CEO
  12. 12. More questions . . . • What is the relationship between the characteristics of the organisation and what is needed of the chair? • Is there a life- cycle for Chairs? • What makes an exceptional chair? • How do organisations respond to poorly performing chairs? • What is the best way to recruit a charity chair?
  13. 13. Where next . . . • Forming a research panel • Aim to fundraise for a programme of research • With NCVO planning quantitative as well as qualitative research • Interested in your views
  14. 14. Models that help us think about board leadership • Unwin • Lencioni • ACEVO • Adair
  15. 15. Thinking about governance leadership – ACEVO Chair CEO Staff and volunteers The board
  16. 16. Inattention to results Avoidance of accountability Lack of commitment Fear of conflict Absence of trust 5 dysfunctions of team Lencioni
  17. 17. Thinking about governance leadership - Adair Task IndividualTeam
  18. 18. Thinking about governance leadership - Unwin “Attending to the business; attending to the mission” Governance leadership role is therefore to ensure..... • Stewardship • Strategy • Support • Stretch • Scrutiny Julia Unwin October 2010
  19. 19. Code of Good Governance 1. Understanding of role 2. Ensuring delivery of organisational purpose 3. Working effectively as individuals and a team 4. Exercising effective control 5. Behaving with integrity 6. Being open and accountable Good Governance – a code for the voluntary and community sector (2nd edition October 2010)
  20. 20. Top Tips for effective chairing… 1. Trustee-only time 2. Consent agendas 3. Rolling annual calendar 4. Trustee appraisal 5. Chair review 6. Budget for trustee development 7. Fixed terms for trustees 8. Trustee ‘buddy’ scheme 9. Coach/mentor for Chair 10. Confidential peer exchange
  21. 21. Thank you Contact us: