Effective chairs - Association of Chairs: new guide for chairs

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

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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

Transcript of Effective chairs - Association of Chairs: new guide for chairs

Page 1: Effective chairs - Association of Chairs: new guide for chairs

#TRUSTEECONF2014

AM3: Effective chairs –Association of Chairs: new guide for chairs

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A Chair’s Compass

Ruth LesirgeRosalind Oakley

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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

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Our ethos

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

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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

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Resources for Chairs

• Effective Charity Chairs a literature review

• A Chair’s Compass – a new guide for Chairs

• Chairs’ briefings• Factsheets and reading lists

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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

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A Chair’s Compass

Clarity of purpose

Cohesive board

Constructive relationships

Considered decision-making

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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

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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

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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

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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

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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

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Mapping the terrain

• The external context• The organisation• Chair–CEO relationship• The board team

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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!

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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?

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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

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Themes

• Deputy or Vice Chair• Chair review• Peer mentoring

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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?

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Feedback

• Deputy or Vice Chair• Chair review• Peer mentoring

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Get your copy of A Chair’s Compass

Join to get a print copyMembership fee: £50 or £100OR Download from our website

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Want to know more?

Leave us your details to:

Join us (Fee £50 or £100)

Receive our e-newsletter

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A Chair’s Compass

Clarity of purpose

Cohesive board

Constructive relationships

Considered decision-making

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