The REAL Job of the Board Chair

It may well be that misinterpretation of the role and responsibilities that fall to the Chief Elected Officer (i.e. the Chair of the Board) lies at the heart of many stressful relationships between a Board and their Chief Staff Officer (Executive Director, CEO). And again, let me state at the outset: I have little doubt those who rise to and eventually serve as Chief Elected Officer almost always have the best of intentions. They are no doubt committed to the organization's cause and mission, and have served as a dedicated volunteer for years before assuming the role of Board Chair.

But here is how I define the role of Board Chair:

The job of the Board Chair is to manage the activities of the Board not the activities of the organization!

So, what are the Chair's job outputs? The Chair should focus on building Board agendas that are chock full of issues that the Board should address (trends, strategies, policy development and monitoring). The Chair should ensure Board committees are following through with their work. The Chair should focus on issues related to Board performance (i.e. professional development needs, Board composition).

I frequently come into contact with Board Chair's who view their job as managing the Chief Staff Officer. That's not the Chair's job - that's the Board's job! The Board as a whole determines organizational priorities and hold the Chief Staff Officer accountable for outcomes and complaince with Board policy - this is what Board meetings are for.

Every Board needs to put into place a job description for the Chair that makes this distinction abundently clear. I often wonder, when I meet a Board Chair intent on "minding the store", precisely who is minding the Board. Sadly, I almost often come to the conclusion that the answer is no one.