Lost in translation

A guide to Chair/Chief Executive partnerships- Voscur Trustee Network

Su Sayers, Chief Executive of United Response

“In my experience, the connection between the Chief Executive and Chair is an important part of what makes voluntary and community sector organisations strong, resilient and effective.”

For discussion this evening:

Roles and responsibilities Relationship profiles Building healthy partnerships Dealing with conflicts

Responsibilities of the Chair Ensure governance activity complies with

regulations and good practice Plan annual schedule of board meetings Devise meeting agendas, lead meetings

and facilitate discussion Ensure board decisions are communicated

to Chief Executive for implementation Take action on behalf of board between

meetings, as authorised

Manage and oversee work of committees Oversee board’s management of Chief

Executive Work with Chief Executive to foster board

strategic engagement Support and develop Chief Executive Lead board development activity Recruit trustees and prepare Chair

succession Represent organisation at functions and

meetings

Keys to twin leadership

Chair: good chairing skills; capacity to make informed decisions in and between meetings; ability to challenge, criticise and give credit

Chief Executive: willingness to share information and ideas; ability to discuss, make diplomatic suggestions and give credit

Keys to twin leadership

Both: no public disagreements; demonstrate mutual support; avoid appearance of ‘stitching things up’; ability to consult

Core Chief Exec. responsibilities

Back the mission Model ethical standards Lead management and staff Exercise financial stewardship Manage fundraising activity Ensure accountability and compliance

Engage board in strategic thinking, planning and leadership

Develop future leaders Nurture external relationships Serve as spokesperson and advocate Ensure effectiveness of programmes Support and develop board and Chair

The ideal relationship profile

Complementary skills and working styles Shared vision, mission and values Working agreement Cordial, professional and respectful Equal partners Collaborative Mutual support

Challenges for medium sized organisations Scarce funds Competition Risks Organisational identity Good systems which grow with the

organisation

Qualities needed

Pragmatic Visionary Strategic Flexible Adaptable

Challenges for small organisations

Wearing more than one hat Taking on paid staff Allowing paid staff to carry out their role Managing volunteers Deciding on the organisation’s future

direction/size

Building healthy partnerships

Establish core values and policies Recruit, select and induct Chair and Chief

Executive Determine working styles and form a

working agreement Meet regularly

Communicate strategic vision Engage the board in strategy Have a governance review Chief Executive appraisal and

development Chair appraisal and development Promote board development together

Dealing with conflict

Develop a system for dealing with potential conflicts

If conflict occurs, use a facilitated discussion (usually bringing in someone from outside)

Mediation, including professional mediators from CEDR

Resources ACEVO, the professional body for third

sector Chief Executives www.acevo.org.uk CEDR Solve

http://www.cedr.com/solve/charities/ Charity Commission http://

www.charitycommission.gov.uk/ NCVO

http://www.ncvo-vol.org.uk/governanceandleadership

Lost in translation from ncvo £10

Contact Paula Cannings paula@voscur.org www.voscur.org 0117 9099949