The role of a board chair is critical. While many board chairs come from CEO backgrounds, the skills that drive success in an executive role often do not translate well to board leadership. Effective chairs must pivot from being decision-makers to facilitators of decisions, guiding boards to function as cohesive, high-performing oversight bodies.

Having met and interviewed hundreds of board chairs and facilitated the recruitment of some of them as well, here is a list of what makes a Chair effective in the boardroom:

1. Preparation is key: Effective chairs dedicate significant time to crafting strategic agendas and clear, concise briefing materials. They prepare months in advance and ensure board decisions are recorded, followed up, and implemented. They should liaise with other members of the board and outside consultants to ensure that they have all the information necessary for a smooth board meeting.
2. Shareholder Relations: Chairs bridge the gap between the board and shareholders. The chair should represent the board’s collective voice, seek input from investors, and maintain transparency.
3. It’s a group effort: Board directors are not a team. They collaborate perhaps once a quarter and often serve on multiple boards. Chairs should be able to create an environment where engagement and collaboration are focused and ensure all voices are heard.  and follow up outside of meetings to maintain engagement.
4. Facilitators: Rather than dominating discussions, great chairs exercise restraint, patience, and availability. They support all board members in reaching decisions collaboratively and ensure everyone is heard.
5. Committees are real work: Most deep work happens during committee meetings where major recommendations are made and brought to the board. Strong chairs appoint members wisely, stay closely informed, and integrate committee insights into broader board discussions.
6. Independent Thinking: Chairs should avoid pushing personal opinions or solutions. Their role is to structure effective discussions, manage time, and support balanced deliberations, becoming facilitators rather than participants. And of course, working in the best interests of shareholders and stakeholders.
7. Measure Inputs, Not Outputs: The impact of board decisions may not be measurable in the short term. Instead, chairs should evaluate the quality of input: people, agendas, materials, processes, and minutes, to ensure sound decision-making.
8. Don’t Be the Boss: The chair is not the CEO’s superior. Instead, they are the facilitator of the board’s collective oversight of management. Strong chairs build a board-CEO relationship, foster trust and help the collective.
9. Attributes: In my time working with Chairs, I tend to see board chairs with specific attributes like communication, staying calm under pressure and high EQ.

The true measure of the success of a Board Chair is in the quality of the board’s decisions and dynamics.

Do you have what it takes to be a board chair?