Want a chair role? Here’s what you should know

Whilst the responsibilities are significantly higher than a traditional Non-Executive Director (NED) appointment, many still aspire to become a Non-Executive Chair. If this is you, then this article will step you through the process of applying for and gaining a board chair role. 

Great opportunity

I have worked in the board appointment space for over two decades – in the past as a Board Headhunter and currently as a NED (Non-Executive Director) Career Coach, and can tell you without hesitation that there has never been a more pressing need for high-quality Chairs. Why? Because there are seemingly an increasing number of Chair roles available. Why? As the previous Royal Commissions attest, several high-profile, competent Chairs have resigned – and continue to do so. Why? The exposure in the press, the reputational damage, the innate personal and professional risks and responsibilities of being a NED, and the intense personal pressure were enough to convince hundreds of Chairs to resign and far more non-executive directors not to want to be considered for these vacant board chair positions.

But why would anyone want to be a board chair?

It is a good question to ask yourself. NEDs often dedicate years to building their board careers through perseverance, good governance and strong interpersonal skills to achieve their desire to become a chair. Once they have, they risk all of that good work in what feels like an instant if something goes wrong. 

Aspiring chairs often get caught out by underestimating the workload and responsibility of chairing boards. In my experience, a good board chair typically works three times as long/hard as a NED and can end up devoting two or three days a week to the role, but on average is only remunerated 50% more than their non-executive director peers. 

According to the AICD:

• The board chair’s workload is at least two or three times that of a non-executive director’s, and often many times more during a crisis.
• They carry much more responsibility as chairs and are under much more pressure than non-executive directors.
• As chairman, the added workload and responsibility do not carry special powers or significant extra fees in many companies.
• Legally, they have no more power than any other director. However, they might have added responsibilities and usually have to rely on their influencing skills.

   

As such, it is worth noting that you should not desire a board chair role just for the status.

What are the attributes of a board chair?

 It is often easy to recognise an effective board chair when you see them, but pinning down what they have in common can be a bit more complicated. I have often said that a chair is born, not made. Whilst not entirely true, many attributes combine to make an attractive chair – many of which are innate.

Here are some common attributes you should consider when determining your suitability for a board chair role:

1. Personal and professional integrity
2. Personal strength and resilience
3. Passion for the role and governance process
4. Emotional intelligence, including tact, diplomacy and sensitivity
5. Impeccable communication skills
6. Inquisitive – yearn to learn and get answers
7. Ability to set goals and prioritise
8. Ability to lead by example
9. Ability to influence others without dominating

Do you need any qualifications to become a chair?

In Australia, no formal qualifications are required to gain a chair role. In fact, there are no universally accepted qualifications or skills – often, just a desire to be a Chair with the requisite desirable attributes above is enough! Having said that, in Australia, it is good corporate governance practice that the board chair should be an independent director. Further, some sort of governance qualification is recommended… not to get the role but to be a more effective chair.

How do you get started?

Perhaps the best way to gain a board chair role is to be a highly effective non-executive director. Beyond this, some recommend chairing board sub-committees and smaller Not-for-profit organisations to develop chairman skills. Chairing board sub-committees and smaller organisations is a good way to prepare for chairing the board of directors. It allows you to further hone your strategic leadership skills and get used to the Chair role and the added responsibility that comes with it.

These committees come in many shapes and sizes, but most require the chair to bring together different individuals to deliberate/decide on a specific topic. For example, a committee might be set up to review new policies, develop strategies, or even plan events. This experience can be leveraged in board applications.

Equally, taking on the role of deputy board chairman can be a stepping stone to a board chair position. It will provide the platform to demonstrate that you can represent an organisation and perform in a public setting. Performing well as a deputy chair can raise your profile enough for the next important step.

How to apply for an advertised board chair role?

I am surprised by how often I see Chair roles advertised. These positions are hard to fill and attract far fewer candidates than regular non-executive director roles. This is an opportunity for many. 

However, to be successful at gaining a board chair role via an advertised opportunity, you must:

• Research and engage before applying, including speaking with former non-executive directors first to learn what the board and the organisation were like. You can use LinkedIn to find and reach out to these people. In doing so, you also create a connection between you and the current board. 
• Engage with the organisation by utilising its products and services. Conduct some mystery shopping, and if possible, visit their offices or locations in which they operate. This sort of in-person board research is supremely impressive. It demonstrates that you are more proactive, intelligent, connected, informed and engaged than other candidates. It ultimately goes a long way to derisking your potential appointment.
• Speak with the advertiser to get an understanding of what they require by way of an application. Try to sound out what they are ‘really looking for’.
• Based on what you now know, you must customise your board CV and write a detailed cover letter that clearly addresses why you are the right person to chair the board.
• Finally, your ‘cultural fit’ is supremely important. You, if appointed, will be guiding the board; that guidance should filter down to the entire organisation. You need to be able to articulate how you will lead the board, how you will deal with difficult situations and work with the CEO and executive team.

   

Conclusion

A board chair appointment requires strong communication skills, strategic thinking, and the ability to bring diverse perspectives together toward a common goal. As a board chair, you can make a real impact, shape an organisation’s future, and leave a lasting legacy. If you are ready to embrace the challenge and lead with passion and purpose, plenty of board chair roles are waiting for you to apply.

Related Articles

Directors’ Remuneration – How much do Board Members get paid?

The 8 personal traits of a successful NED

What are the benefits of a Not-for-profit board appointment?

In-person research sets you apart as a board candidate