A Practical Guide to Activities & Responsibilities
A guide to the skills required to be an effective chairperson, including keeping the board focused, managing relationships and politics, running meetings well and improving board perfromance.
A competent chairman must perform a huge range of activities and responsibilities. There are many issues to be considered and skills to be mastered, from keeping the board focussed on its proper tasks and managing relationships and politics, to running meetings well and improving board performance.
Chairing the Board draws on contributions from chairmen, from both the commercial and non-commercial sectors, and covers the following key topics:
- the board’s proper role;
- managing the board’s business;
- focussing on strategic issues;
- managing board relationships;
- monitoring the enterprise;
- assessing and improving effectiveness;
- shareholders, stakeholders and other concerns;
- corporate governance issues.
- board composition.
Chairing the Board is a vital reference source for anyone interested in examining the potential range of his or her activities in chairing a board and achieving improved levels of competence in the role.
John Harper is an accomplished company director, having sat on the boards of some 30 companies in the roles of chairman, chief executive, executive director and non-executive director. As a tutor for the Institute of Directors, he led courses on the roles of chairman, non-executive director, company director and good board practice, and has helped hundreds of chairmen and directors reach higher levels of competence and effectiveness in their roles.
About the Author
John Harper is an accomplished company director, having sat on the boards of some 30 companies in the roles of chairman, chief executive, executive director and non-executive director.
He is also an experienced course tutor for the Institute of Directors, where he leads courses on the role of chairman, non-executive director, company director and good board practice. Lately, he was Professional Development Director at the IoD, with responsibility for formulating its position on corporate governance issues and establishing the professional standard relevant to chartered directors.
Contents
1. The board’s proper role
2. Focusing on strategic issues
3. Monitoring the enterprise
4. Shareholders, stakeholders and other concerns
5. Board composition
6. Managing the board’s business
7. Managing board relationships
8. Assessing and improving effectiveness
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