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Management Consultants for the Arts, Inc.,
65 High Ridge Road, #128
Stamford, CT 06905
Phone: 203-353-0722
Fax: 203-353-0893
The Chair
More Than Just a Title
Perhaps one of the most undervalued, yet one of the most critical,
posts in today’s cultural organization is the Chair of the
Board of Trustees1.
The Chair,2
selected from among his or her fellow trustees, must find effective
ways to ensure that the board provides the proper balance of authority
and responsibility for the governance of the organization, while
sustaining what can sometimes be a precarious partnership between
trustees and the organization’s CEO
3.
A Chair who does a good job is often
invisible; artistic and cultural pursuits take center stage and
the organization thrives. Invisible, however, does not mean absent
or inactive. On the contrary, at Management Consultants for the
Arts, Inc., we have worked with cultural organizations of all
kinds, and over the years we have found that among the most successful
are those whose Chair is the facilitator of a strong partnership
between the trustees and the institution’s CEO. This partnership
is so vital to the organization that we see the selection of the
Chair as being nearly equal in importance to that of the CEO.
The most effective Chairs
balance passion for the organization’s mission with a working
knowledge of how to translate that mission into reality. They
understand the roles of the various players, how they complement
one another and how, in a culture of collective leadership, they
can work in tandem to achieve the best results for the organization
and each other.
Those who have read our other
publications or who have worked with us in the past will recognize
our emphasis on the principles of mission and collective leadership.
These, we believe, are the hallmarks of cultural organizations
that reach the highest levels of achievement.
As we see it, an organization’s
mission is, simply stated, its reason for being. Mission should
be the basis of programming, policy and all other decisions made
under the organization’s aegis. Collective leadership is
a relationship among trustees and the organization’s CEO
and staff that encourages all parties to facilitate each other’s
work in an atmosphere of mutual respect and support, tempered
by an awareness of the boundaries of each role.
While these concepts may
seem simple enough, in practice, day in and day out, they can
be profound. Implemented wisely and consistently, they will reverberate
to every corner of the organization. As with the organization’s
CEO, the Chair’s commitment to mission and collective leadership
are only the beginning.
As a facilitator, the Chair
performs myriad roles which may change with time, as the organization
enjoys good years and weathers lean ones. Circumstance often determines
which of the Chair’s roles is most important at any given
time. Some years, the Chair’s role will be to provide stability
— for example, when the CEO’s post is vacant. At other
times, the Chair will be the one to serve as a change agent —
challenging the organization to accomplish new goals and directions.
The key is flexibility — and the ability to switch between
roles as needed.
Here are some of the
characteristics of the most effective Board Chairs we have known.
1
The most effective Chairs are chosen because
they are excellent candidates, not because nobody else wants the
job. Too much to do and not enough
time: in an age when time pressures are universal, it can be difficult
to find qualified volunteers for the post; in fact, it can be
difficult to find any volunteers at all. It is tempting for the
cultural organization to tap the first person who is even vaguely
interested in the job. In rare cases, this "method"
of selection can yield surprisingly happy results. Most times,
however, it produces what one would expect: a Chair who is unschooled
in the mission of the organization and the workings of the board
— and whose contribution is marginal at best.
It’s important
for those involved in the nominating process to resist the temptation
to fill the position with the first warm body to come along. The
long-term benefits of finding a qualified candidate will far outweigh
the short-term frustrations of holding out for the right person.
If it is absolutely necessary to fill the post, appointing an
interim chair, while continuing the search, may be a viable approach.
The real solution to the challenge of finding a Chair should begin
years before an invitation to lead is extended, in the recruitment
and development of all the board’s trustees. Trustees who
are chosen carefully and encouraged to invest time and energy
in the organization will — some of them, at least —
be more likely to take a turn as Chair and be better prepared
for the job.
The job of Chair is like the stroke of a crew
team. You have to put your oar in first and assume others will
follow. There’s this tiny period when you have the only oar
in the water. The stroke has the strength to take up the weight
of the boat when the oar goes in and the confidence that the rest
will follow. That’s how I see the role of Chair — to
take up the work of the institution and by dint of will, move
it forward until the other members follow
Barbara Pearce
Chair, Long Wharf Theatre
2
The most effective Chairs commit to the position
for at least three or four years and are prepared to devote sufficient
time to the business of the board. If
time pressures complicate finding a candidate for Chair, the same
pressures make the length of the Chair’s term and the time
required for day-to-day service just as difficult. In recent years,
we have seen more and more individuals accept the position with
the stipulation that they serve for just one year. In our view,
this should be avoided. A one- or two-year term is too short;
it doesn’t allow enough time for the candidate to complete
the learning curve and become effective in the job. An incoming
Chair has to form a meaningful working relationship with fellow
trustees and with the organization’s CEO and senior staff,
identify priorities and work at them. A tenure of at least three
to four years allows the Chair to grow into the position and make
an impact on the work of the board and the organization.
We’ve known cultural
organizations to configure the Chair’s term in different
ways. Some favor a set term, while others opt for open-ended terms
that are renewable for several years running if the Chair wants
to continue in the position. We don’t think the specifics
matter much, as long as the candidate agrees to serve for enough
years to insure continuity of leadership and purpose.
Whatever the term length,
the best Chairs devote sufficient time to the business of the
board and the organization. What constitutes sufficient time?
The board of trustees of a cultural organization has many duties:
hiring and working with the CEO on long-range planning and policy-making,
fund-raising, financial oversight, risk management, community
relations. The Chair’s job is to see that all these tasks
get done, all the while supporting the CEO’s leadership of
the organization. But a simple "to-do" list cannot adequately
describe the work of the Chair. As we have said, the best-run
organizations cultivate a culture of collective leadership, in
which all players are inspired to do their best. The Chair and
the CEO are responsible for the development of this kind of culture.
It is an effort that must go on continually, and it takes time.
There’s no easy formula. It’s just
being aware that you have to continuously recruit as many good
and active board members as you can. If all of a sudden I become
ill or decide to move to California, the important thing is to
have a pool of potential candidates. If you don’t have an
active group of members, just to go out and headhunt a new Chair
seems to me to be very problematic
Neil Chrisman
Chair, Jacob’s Pillow Dance Festival
3
The most effective Chairs are drafted because
of their knowledge of, interest in — and we hope, passion
for — the organization, and not solely because of their wealth,
connections or other factors. The
scramble for funding in the cultural community over the past few
years has made courting potential donors more important than ever.
But a person’s ability to make substantial contributions
or open doors in the community should not be the only qualification.
The work of the board and its Chair goes beyond fund-raising:
the governance of the organization requires a sincere belief in
its mission and a genuine interest in its day-to-day operations
and needs. We believe that individuals whose sole contribution
is likely to be money or connections will better serve the organization
— and find more satisfaction in his or her service —
in the post of trustee, and not as Chair.
It would be naïve to suggest that a candidate’s financial
resources should never be considered in the selection of a board
Chair. But we maintain that the Chair must have other qualities
as well. Chief among these is a genuine commitment to the organization.
That word, "commitment" encompasses many things: knowledge
of the discipline, an understanding of the organizational mission,
a love for the work, a desire to serve, and a capacity to translate
these qualities into a style of leadership that can motivate fellow
trustees and inspire the staff.
As Chair, you need to front-load your time.
You need to spend a lot of time at the beginning. I spent a lot
of time at the beginning listening to staff. Now I don’t
— nor should I.... If you have a high degree of energy, vision,
and commitment yourself, other people will ramp up their commitment
as well, so you can leverage your time
Barbara Pearce
Chair, Long Wharf Theatre
4
The most effective Chairs cultivate a culture
of collaboration and collective leadership throughout the organization.
The most effective Chair works with
the CEO to foster an atmosphere of openness and respect among
all personnel, paid and volunteer alike. Together, exercising
collective leadership, the Chair and the CEO set an example for
trustees and staff members, encouraging a flow of ideas, open
debate, mutual respect, humility, and the freedom to question
themselves and each other.
The Chair and the CEO begin with their own relationship, forging
a partnership in which the Chair supports the CEO’s institutional
leadership and the CEO relies on the Chair’s leadership of
the board of trustees. They facilitate similar relationships among
trustees, among staff members, and among trustee committees and
staff.
In cases in which the organization is run by two executives, an
artistic director and a managing director for example, the wise
chairperson cultivates a collaborative relationship with both
of them. It could be natural for the Chair to identify more closely
with one director over the other, but in our view, it is essential
to maintain strong partnerships with both.
It takes a unique set of talents to be Chair.
We have always looked first for vision, commitment to the mission
and passion for the museum. Wealth is not something that we’ve
factored into our choices. Minnesota Children’s Museum is
unique relative to our area’s other cultural organizations.
It has a young board and they do not have the degree of wealth
that trustees of other institutions might. But, we do have people
who believe passionately in the mission
Michael Monahan
Chair, Minnesota Children’s Museum
5
The most effective Chairs motivate their fellow
trustees to make meaningful contributions to the group.
Creating a culture of active participation
among trustees requires leadership alchemy that can have many
ingredients. Effective Chairs lead by example, taking on necessary
tasks and communicating, directly or indirectly, that they expect
their fellow trustees to do the same. They make sure that trustees
understand their responsibilities through an institutional education
routine that begins during the nomination process and continues
throughout the trustee’s term of service.
Equally important, effective Chairs make trustee service rewarding
and enriching. They recognize each individual’s contributions
and show appreciation for extra efforts. They listen to the trustees’
ideas and concerns and foster an atmosphere of open dialogue.
They afford opportunities for trustees’ personal, professional
and cultural growth by working with the CEO and staff to involve
them in the life of the organization. And they laugh; they make
the work of the board of trustees fun.
Although I am not an artist or an art historian,
I have always been an appreciator of the arts. I am very passionate
about the work of the Institute. My role as Chair is to facilitate
change and move the organization forward on a macro-policy level,
leaving the Director and staff to do what they do best —
which is to run the organization.
Nancy Hodes
Chair, Albany Institute of History and Art
As we began to move in a new direction, the planning process was
a critical part of bringing everybody on board. We developed working
committees on which we paired enthusiasts with skeptics.... Everyone
had an equal voice in the process.... Participants were really
excited to be part of the collaborative effort and we have now
come out with a product we are extremely proud of.
Margaret Ayers
Chair, New York Foundation for the Arts
6
The most effective Chairs forge ties between
the organization and the community in ways that support the organization’s
mission. While we firmly believe
that an individual’s "external" ties — contacts
with the community and potential donors — should not be the
main reason for his or her selection as Chair, we believe just
as firmly that the Chair must be able, when necessary, to represent
the organization and its mission in the greater community. The
sector of the community that most often is considered is the business
community, and certainly, ties to potential donors there are vital
to the fiscal health of the organization. But there may be times
when the Chair can serve as a link to other sectors, depending
on the community that the organization serves or wishes to serve.
To be sure, the CEO will most often be the spokesperson for the
organization, but circumstances may dictate that the Chair perform
this role on occasion. When that happens, the most effective Chairs
use the organizational mission as their guide. They understand
and believe in what is held in trust, and communicate it to their
listeners.
It goes without saying that the most effective Chairs we have
known put aside personal agendas. Improved social standing and
business contacts can indeed be byproducts of a chairmanship,
but effective Chairs do not have such benefits uppermost in mind.
They keep the organization’s best interests in the forefront.
We always want to demonstrate that we serve
the entire metropolitan area, as well as the state. That’s
challenging because Minneapolis and St. Paul have two somewhat
different cultures, so we had to have an "east" and
a "west" strategy to address each market. We had two
Chairs for our capital campaign, one from Minneapolis and one
from St. Paul, each with different social contacts. But since
the mission of the Children’s Museum is about children, it
really cuts across all groups, people have such a warm spot for
children. We were able to overcome the geographic divide that
could have become an issue.
Michael Monahan
Chair, Minnesota Children’s Museum
7
The most effective Chairs are constantly mindful
of ethical standards. Effective Chairs
follow the highest ethical standards. They avoid personal conflicts
of interest; they never try to use the organization for their
own aggrandizement. But ethical considerations can be complex.
A corporate partnership might underwrite a much-needed capital
project, but if it harms the fulfillment of an aspect of the organizational
mission is it worth it? A major donor might breathe life into
a deflated endowment, but if he or she assumes the right to meddle
in programming, the gift may hurt more than help. The wise Chair
uses mission as a beacon to navigate these tricky situations and
involves the board in fully exploring the ramifications and finding
solutions.
The board is charged with ethical considerations. There’s
no precise definition of ethical standards. Everybody who’s
involved in the organization is functioning for the benefit of
the organization, not for his or her own personal gain. It’s
an area that calls for lots of scrutiny. We’ve had occasions
where a proposal for some activity from a third party has been
discussed in terms of whether it would be a conflict of interest.
You need the help, and you’re going to get the help only
by providing some benefit in return, but you have to do it without
giving way to someone else’s agenda. There should be a clear
dividing line between what’s in the best interest of the
organization and what’s not.
Ellen Joseph
President, Poets and Writers
8
The most effective Chairs consider their individual legacies;
they set goals for their tenure, but keep them in perspective.
Many Chairs start out with a particular
institutional goal in mind: a major capital campaign, a new building
or renovation of an old one, partnerships and alliances, a new
program initiative, financial stability, or strengthening the
board are but a few of the possibilities. They don’t choose
these projects alone, but through discussion with the organization’s
CEO and fellow trustees. Such projects can invigorate the board
of trustees, focus energy and enrich the organization immeasurably.
Wise Chairs don’t let such projects blind them to the organization’s
other needs, nor do they allow thoughts of a personal legacy to
take precedence. The wise and effective Chair understands that
circumstances may arise that prevent the organization from devoting
resources to a project and that the organization’s needs
come first, not individual projects or personal accomplishments
The best Chairs accept the challenge of having to attend to the
present and planning for the future simultaneously. They don’t
let themselves be swept up in the minutiae of day-to-day operations;
they make time for long-range planning and projects that will
insure the financial and operational health of the organization
tomorrow and ten years from tomorrow. In fact, one could rightly
argue that the most vital, and sometimes uniquely held, role of
the Chair is to look constantly and steadily to the future.
We’re in the middle of reorganization.
My role as chair is to continue to move it forward. When you make
that significant change, you have to stick with it. Accordingly,
I’m planning to serve more than my typical three-year term
to accomplish that goal. It can be hard to define what you want
your legacy to be, but the issues will emerge. In every board
I have led, I’ve been on the board long enough to see the
issues that evolve. It’s been easy and natural. Of course,
the chair has to work closely with the CEO and/or Artistic Director.
And you’re not going to be a success if you don’t have
a board behind you.
Judy Rapanos
Chair, Midland Center for the Arts
9
The most effective Chairs actively work to
develop future generations of leadership. As
we said earlier in this essay, the selection of the Chair begins
years before the invitation to serve is made; it begins with the
recruitment and development of trustees. Ultimately, it is the
Chair who ensures that this item is not ignored but is an ongoing
priority.
The most effective Chairs think about succession from the minute
they take office. They articulate the idea to other trustees and
to the CEO, so that the need for ongoing, active recruitment is
always on the agenda. When the search for good candidates is an
acknowledged part of everyone’s job, the pool of strong candidates
is likely to grow. When nurturing and developing trustees is a
priority, the Chair and CEO organize educational and enrichment
activities and the trustees’ commitment to the organization
deepens, increasing their likelihood of future service.
In the end, it’s the Chair who can make this happen, who
can make the organization’s future governance a priority
in the present.
It goes back to having an active board. Where
there is real leadership ability, it starts to shine. You mark
that down and cultivate it. You place those trustees in positions
learning the organization, serving on key committees, doing jobs
that give the best chance to absorb knowledge across the breadth
of the organization.
Neil Chrisman
Chair, Jacob’s Pillow Dance Festival
10
The most effective Chairs play a critical
role in the selection of a new CEO. Of
course, no Chair wants the search for a new CEO to take place
on his or her watch, but sometimes it is unavoidable. The Chair’s
role in such situations is pivotal — addressing and balancing
the needs and concerns of trustees, staff and community. We don’t
necessarily recommend that the Chair head the search committee;
we think it wiser that the Chair appoint a fellow trustee to do
the job. A trustee who is an obvious candidate to succeed the
Chair could lead the committee so that the groundwork for a new
collaborative partnership can be laid. Another good choice is
a past Chair who has an intimate knowledge of the organization
and its needs.
Once the search committee leader has been appointed, the Chair
should help to select the members of the committee, mixing experienced
trustees with newer ones who represent future leadership potential.
The Chair might well serve on the committee, but it’s a better
idea to be an ad hoc member. This role allows the Chair to offer
advice and counsel without getting caught up in the details of
the search process. Once a short list for the CEO position has
been identified, the Chair can take a more active role, spending
time with all of the finalists, and helping the committee to determine
which one has the best experience and will be the best fit for
the organization. Then, when the final choice is made, the Chair
should introduce the new CEO to the community with enthusiasm
and confidence, to help insure success.
The success of any cultural organization in fulfilling its mission
depends upon the dedication, skill, and hard work of a great many
people. Key among them are the Chair and the CEO, who act together
as partners in shaping the organization’s long-term vision
and providing the structure to achieve it. And while the CEO has
a job description, an employment agreement, and the accumulated
institutional experience of the position, the Chair often has
just the title. It is each Chair’s challenge and responsibility
to breathe life into that title and make his or her service as
meaningful as possible to the organization’s evolution and
well-being.
That’s a lot to ask of a volunteer, yet we have encountered
many who meet this challenge with brilliance and passion. These
Chairs may not get the public visibility and acclaim that their
partner CEOs do, but they strengthen their organizations and enable
them to enrich the cultural life of their communities.
1
In our work, we prefer to use the term "trustee" rather
than "director" as we believe that boards hold not-for-profit
organizations "in trust" for their community.
2
The Chair is sometimes called the President, but in either case,
is the senior volunteer leader of the organization.
3
In this essay, we use the term CEO to refer to the wide variety
of titles given to an organization’s senior paid staff leader
or co-leaders.
Other publications available from MCA
Mission: Touchstone for Turbulent Times
Organizational Analysis — Beyond the Looking Glass
Planning — Impractical or Imperative?
The Board — A Challenge to Serve
Leadership — The Key to the Future
Executive Search — More Than a New Leader
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