Developing Chairs for governance challenges

Although my background and portfolio differed from that of everyone else, I recommend participation to anyone wanting to chair or even be a serious board member, anywhere. The value is in the content and in the group dynamic which was amazing. Even though I only sit on or Chair public sector boards, I am keen not to miss a trick as to how good private sector boards are managed. What I lost in sector relevance I gained in generic chairing skills.

Being part of the year-long conversations prompted me to reflect more than I otherwise would have done, deepening my awareness of how key self-awareness is in a Chair. Paradoxically, it has also increased my confidence that I will be able to chair well – in the right context. The significance of context emerged as even more important than I had thought – and not over-committing.

The Group dynamic was a complete surprise. We got to know each other both in and outside of the sessions. The group was pretty diverse in peoples’ individual styles and experience. I will have a core group of peers to touch base in the future.

It was hugely helpful to engage with structured learning like this on how one can chair a Board. I had thought I was learning enough by observing the Chairs of my Boards was enough until I became a Chair. People said out loud in these sessions about issues that I was wrangling with in my first 3-6 months of taking up my role.