The role of the Chair is often assumed to be solely about leading boardroom discussions.

But research and experience confirm that the most effective Chairs do much of their most important work outside the boardroom, with preparation and key behaviours central to fulfilling the role fully. Whether you’re an aspiring Chair or already navigating your first Chair role, understanding the scope of this role is essential.

The complexity of the Board Chair’s role 

So, if the Chair’s role extends beyond being in charge of boardroom discussions, what does the role involve? As governance expert David Beatty puts it:

“A board chair is responsible for bringing individuals with the right mix of talent together, utilising their time to best possible effect and ensuring that the tone around the boardroom is open, transparent and productive.”

Being an effective Chair means combining emotional intelligence, strategic oversight, and behind-the-scenes leadership.

What the Research Tells Us about the Role of the Chair

Professor Stanislav Shekshnia’s INSEAD study, involving interviews with 80 Chairs and 50 executives across Europe, revealed that a good Chair speaks just 6–10% of the time during meetings. Why? Because their real influence happens before and after those meetings.

Effective preparation is key to being an effective Chair. According to Shekshnia’s research, you’ll need to:

• Shape clear, focused agendas (ideally 5–8 items).
• Ensure concise board packs (often recommending one-page executive summaries).
• Consider pre-meeting calls with the Board to gather input and identify emerging concerns or ideas.
• Build strong, ongoing relationships with executives, especially the CEO, but also with other key members of the leadership team.
• Engage shareholders regularly, making it clear that they represent the board while maintaining a healthy distance from day-to-day operations.

Deep industry knowledge is not a requirement and it may be counterproductive if it tempts Chairs into operating like executives rather than non-executive directors.

Three behaviours effective Board Chairs need to display

John Dembitz, former Women on Boards Chair and advocate for board diversity, highlights key behaviours that are essential to the role, which Board Chairs and those considering Board Chair roles should be demonstrating:

1. Be constructively contrarian: Don’t shy away from asking the tough questions, especially when they challenge consensus thinking. Disagreement can be a vital contribution when done with purpose.
2. Say no when it matters: Courageous directors help boards avoid poor decisions by making their views clear and decisive.
3. Be people-focused and proactive: Great Chairs invest in one-on-one relationships with the board and executives, take initiative on issues where they have expertise, and contribute beyond the formal meetings.

These behaviours reflect the Chair’s required influence and confidence. Board chairs influence outcomes by shaping the conditions for good decisions, not by making the decisions themselves. Stepping up to Chair is not simply a promotion;  it’s a different style of leadership.

Want to Take the Next Step?

If you feel you’re ready to make that next step and move from non-executive director to Chair, it’s time to get proactive. Don’t underestimate the power of your network: networking, coffees, and chance conversations open doors. Don’t wait for a headhunter to call: be visible, engaged, and upfront about your goals. We also recommend checking out the non-executive vacancies on our Vacancy Board and reading the role descriptions and requirements for Chair roles as part of your research.

Develop your understanding of the complexities of the role, both practical and interpersonal, and gain assurance that your approach is truly effective with our Becoming an Effective Chair programme.  Combining leading board effectiveness research with practical experience, this two-day programme equips leaders to step up confidently as a board Chair and enhance their effectiveness in the role.