The Qualities Most Desired and Needed in a Board Chair

 Work through the COT  Discuss the board chair responsibilities that are unique to your school’s culture and needs  Include HOS input  Be open-minded but focus on those with the key qualities and chemistry with the HOS  Vet your choice internally and externally  Pay attention to those NOT selected for the chair role who may have wanted it The Selection Process

 There are 15 qualities that most heads of school seek in a board chair  The ideal board chair will possess most of these traits and both the head of school and the rest of the board will agree upon the selection of this individual What Should You Be Looking For ?

 Enlightened Intelligence: a quick thinking proven leader  Collaboration: a good listener who promotes cooperation among board members and who partners effectively with the HOS  Courage and Strength of Character  Warmth and Compassion: a balance to decisiveness and firmness  Family-centered: attuned to the Head’s family Qualities of the Board Chair (1)

 Managerial Skill Set: needed to manage, work with and if necessary discipline a diverse group of personalities  Passion: genuine passion for the school’s mission, not status-seeking  Desire for, not Pursuit of the Role  Ability to Spot, Recruit and Develop Talent  Ability and Willingness to Take Charge: authoritative, commands respect, not arrogant Qualities of the Board Chair (2)

 Capacity and Willingness to Give Charitably: leads by example  Sensitivity to Social Issues: tolerance and open- mindedness  Commitment to Serve 3-5 Years  Has the Time (but not too much!)  Understands Micromanagement Qualities of the Board Chair (3)

 Ability to “take the heat”  Successful experience on a key board subcommittee  A CEO type (if possible)  Humility (It is all about the school) More Desirable Qualities…

 The head must cultivate and nurture the relationship with the chair. (It is a two-way street.)  The head must make the chair feel appropriately empowered, not marginalized.  The head must support the chair publicly and privately. How to Keep a Strong Board Chair

 The board must make the chair feel valued.  The head must monitor the progress of the chair’s children.  The bylaws must allow for sufficient chair terms to allow the chair to leave a legacy. Keeping a Strong Board Chair

 Chair has face to face meetings with the HOS  Weekly  One hour Building Connections (and no surprises)

Remember The second most dangerous time in the life of a school is the turnover of the board chair.

John C. Littleford TEACH Confidential: Intellectual Property of Littleford & Associates Global Issues - Local Solutions

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