Leading the board of directors is a major challenge, requiring great wisdom and sensitivity.
Those who have led boards know it is a role that requires a delicate touch as well as a firm hand. Those who have led boards know it is a role that requires a delicate touch as well as a firm hand.
Unlike leading other teams: meetings are infrequent, limiting the opportunities for bonding; the routines are often stilted and rigid; and fellow directors are all accomplished individuals, leaders in their own right.
Doing the chairperson’s job well rarely brings personal credit, as that is usually shared between the board and management; doing it badly, however, can lead to a dramatic loss of reputation as the leader of the board tends to shoulder most of the blame.
How does one pull off this most demanding of roles? – ‘being first among equals’ and ‘leading the leaders’?
Besides, a good board chair must perform a wide range of activities, including running board meetings, guaranteeing statutory compliance, handling interpersonal issues, maintaining the focus on high-level issues, watching the ethics, to managing one’s succession and that of fellow directors and senior officers.
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