Presented at NCVO's Trustee Conference on Monday 11 November 2014. The presentation was by Ruth Lesirge, founding trustee of Association of Chairs and Ros Oakley, founding trustee of Association of Chairs. These slides provide an unrivalled opportunity to consider the particular contribution the chair can make to the effective working of your organisation. It will deepen your understanding of the chair's role, explore what's reasonable to expect and identify the support that chairs need. To learn more about governance: http://www.ncvo.org.uk/practical-support/governance To find out about NCVO's Trustee Conference: http://www.ncvo.org.uk/training-and-events/trustee-conference

1. AM3: Effective chairs –
Association of Chairs:
new guide for chairs
#TRUSTEECONF2014

2. A Chair’s Compass
Ruth Lesirge
Rosalind Oakley

3. About the Association of Chairs
• Launched October 2013
• 4 aims:
– Support, challenge and stimulate Chairs
– Develop knowledge and resources
– Offer professional development and standards
– Create a voice for Chairs

4. Our ethos
We aim to be:
• Rigorous
• Intellectually challenging
• Creative and innovative
• Committed to peer learning
• Inclusive and collaborative

5. Events
• Supper clubs
• Sectoral events
• Chairs’ briefings
• Panel debates
• Regional events
Charities and elections
Association of Chairs
9 September 2014
Caroline Cooke, Head of Policy Engagement and Research

6. Resources for Chairs
• Effective Charity Chairs a
literature review
• A Chair’s Compass – a new guide
for Chairs
• Chairs’ briefings
• Factsheets and reading lists

7. A Chair’s Compass
• A navigational aid – to help
you with your unique position
• Consists of:
 A Compass with key navigational points
 A way to map your terrain
 Tips for the journey

8. A Chair’s Compass
Clarity of purpose
Cohesive board
Constructive relationships
Considered
decision-making

9. Leadership
• Being willing and able to lead the
organisation in partnership with the Chief
Executive
• Understanding the distinctive leadership
role of the Chair – negotiating boundaries,
building trust
• Enabling the board to face and make the
key decisions

10. Clarity of purpose
• Ensuring the organisation has
clear direction and is achieving its aims.
• Ensuring the board has identified and made
the big decisions about priorities and values
• Having an ongoing conversation about
strategy and priorities
• Understanding the risks that could prevent
you achieving your purpose

11. Cohesive board
• Harnessing the skills, experience and
energy of the board team to its common
purpose.
• Creating a board with shared goals and values
• Ensuring it has the skills and experience
needed to cover the work
• A board that ultimately is willing to unite
behind the decisions it reaches

12. Constructive relationships
• Ensuring a myriad of different
relationships are working so that the
organisation delivers
• Getting the best from the Chief Executive
• Understanding who your key stakeholders are
• Ensuring the organisation is accountable to
those it serves and its major stakeholders

13. Considered decision-making
• Stewarding the decision making process to
ensure sound decisions are made.
• Ensuring the board understands the work of the
charity and the difference it makes
• Understanding the full range of options open to
the charity and the associated risks and
opportunities
• Shared understanding of the organisation’s
position and what would threaten its viability

14. Mapping the terrain
• The external context
• The organisation
• Chair–CEO relationship
• The board team

15. Reasonable expectations for the
journey
• A shared understanding of your role
• Information about the organisation and its
context
• Feedback, support and encouragement from the
senior team and your board members
• Regular review of your performance
• Opportunities and budget for self-development
• Realistic expectations – we all have weaknesses!

16. What is your experience?
• Shared understanding of your role?
• The right Information about the organisation and
its context?
• Appropriate support and encouragement from
SMT and trustees?
• Regular review of Chair’s performance?
• Budget for self-development?
• Realistic expectations?

17. What you can do for yourself
• Induction – be proactive
• Plan what you want to contribute and discuss
with colleagues
• Seek support e.g. coach or mentor
• Consider how a Vice or Deputy Chair can help
• Identify your top learning needs
• Ask for feedback and a review

18. Themes
• Deputy or Vice Chair
• Chair review
• Peer mentoring

19. Questions
What is your experience of this?
• How many of you are using?
• What works well?
• Are there any problems?
• What can AoC do to help?

20. Feedback
• Deputy or Vice Chair
• Chair review
• Peer mentoring

21. Get your copy of A Chair’s Compass
Join to get a print copy
Membership fee: £50 or £100
OR
Download from our website

22. Want to know more?
Leave us your details to:
Join us (Fee £50 or £100)
Receive our e-newsletter

23. A Chair’s Compass
Clarity of purpose
Cohesive board
Constructive relationships
Considered
decision-making

24. NCVO/BWB Trustee
Conference 2014
Developing exceptional
governance
#TRUSTEECONF2014