Changes in the charity sector over the past ten years have increased the responsibility of Chairs. They are often expected to bring more diverse skills and commit more time to their role.
This is part two of a blog series on the rise of Co-chairing in the charity sector. In our last article, we outlined some changes in charity governance that have impacted the role.
This article will outline the key skills an effective chair needs in light of these changes.
Modern chairs need a wide variety of skills, from strategic vision and ambassadorial duties to stakeholder management. Most importantly, they need to be able to run effective meetings, manage multiple personalities, and act confidently, diplomatically, and tactfully. The responsibilities of a charity chair can be overwhelming for one person, and it’s unrealistic to expect one person to have perfected all of these skills.
With this in mind, it’s no surprise that Co-chairing is gaining popularity across the charity sector.
Strategic leadership and vision.
Strategic thinking is always at the top of lists like these, and that’s for a very good reason. As the Chair of the Board, you are responsible for working with the Chief Executive to think long-term and ensure that the organisation’s direction aligns with its vision, mission, purpose, and values.
You must navigate the organisation through changes in the broader landscape and anticipate future trends and opportunities. Encouraging adaptability and innovation allows for new ways to achieve organisational goals, particularly using technology to improve service delivery and engagement.
On top of this, you also need to unite various stakeholders behind this vision by building and maintaining strong relationships with donors, government agencies, and community partners.
Governance and compliance knowledge.
Chairs should be well-versed in governance principles and best practices. You’re responsible for ensuring the board and executive team comply with regulations and ethical standards and that they are held accountable against robust policies.
Transparency and accountability are key to gaining the trust of the executive team and the public in decision-making processes.
Financial and technological acumen.
As a Chair, you’ll review financial reporting and risk management documents to ensure the charity’s health and sustainability. To have a meaningful impact, you’ll need to have a firm grasp of budgeting and understand key economic principles.
You may also need experience in developing fundraising strategies and donor relations.
Effective communication.
As a Chair, you deal with many stakeholders, including board members, staff, service users, donors and the public.
You need to be able to communicate complex information in different ways to suit each group and create a collaborative environment to ensure teamwork and collective decision-making.
You’re also balancing different personalities across these groups. You must be diplomatic, ensuring all voices are heard and respected in decision-making. Mediation skills are handy when conflict arises, and coaching skills can be effective in working with people one-on-one.
You need to act as an ambassador for the charity, communicating confidently with donors and leveraging your networks to advance the charity’s mission.
Commitment to diversity and inclusion.
As a leader, the Chair must champion diversity and inclusion within the board and the organisation.
It’s well-documented that a commitment to diversity and inclusion is the foundation of a culture where all voices are heard, respected, and valued.
A proactive approach to understanding and celebrating differences allows for different perspectives in decision-making and problem-solving, as well as addressing issues of equity and social justice for the charity.
Diverse and inclusive boards better represent the communities they serve, leading to increased trust and engagement with external stakeholders and more representation internally. Younger people, for example, might consider joining boards sooner if they see their peers doing the same thing.
Organisational skills.
Like all trustees, Chairs must manage their time effectively, balancing their time between the charity and other personal and professional commitments.
They must read and understand board papers to run productive meetings, write agendas, and keep other board members and executive staff accountable.
They must be on call for urgent matters, show leadership and flexibility when circumstances change, and lead recruitment processes for new CEOs and Trustees.
To summarise, effective Chairs inspire and motivate board members, staff, and volunteers behind a common vision with purpose and commitment. As a modern Chair, you must lead by example and maintain an ambassadorial attitude.
If we make the task of Chairing more supportive and less onerous, we also open the door to a wider and more diverse pool of potential Chair candidates and build a pathway to leadership that means people in Chair roles are more representative of the communities they exist to serve.
If you, like me, are exhausted just thinking about having to flex all these skills at once on top of life’s other priorities, then you might consider a co-chairing leadership model.
Having two chairs means you can focus on your strengths in these areas. Rather than expecting one person to have the time, often on top of paid employment, to undertake all these duties, why aren’t we dividing the workload – and the mental load?
Marie McQuade has a long history of working with charities to create impact. Since 2023, she has been recruiting board members for charities nationwide. You can reach Marie via her LinkedIn profile or email.
