I'm going to put to one side my continued frustration about the highly distracting and damaging public debate about about senior executive salaries in the charity sector. I, like many others, have said their bit.
This week I wanted to focus on the crucial relationship between a Charity CEO and her or his Chair of Trustees.
Why have I chosen this subject? Well, I have just been elected as Chair of Trustees at the charity at which I have been a trustee since 2009. It is a wonderful international children's charity called ChildHope and I am proud and very honoured to have been given this opportunity. After our last trustees meeting, where my election as Chair was formally announced, my CEO Jill Healey emailed the outgoing Chair and I a paper entitled 'A Marriage Made in Heaven. The Relationship Between Chairs and Chief Executives in Charities' by 2011 Fellow of the Clore Leadership Programme, Penelope Gibbs. This coincided with me having read the previous week an article in Third Sector entitled 'Chief Executives Under Pressure'. So I thought this would be a good subject for my weekly blog.
I was struck by the statistics quoted by Jenny Berry of ACEVO in Third Sector, that almost 50% of the calls to the ACEVO CEO crisis helpline were from CEOs who had a problem with their relationship with their Chair. Penelope Gibbs' paper helps to provide a really good explanation for what can go wrong with the relationship and what can go right, as does Jenny Berry's frequent recommendation to CEOs that they need to work on the relationship 'like a marriage'.
It seems like there are some key factors to the relationship working. The first is a 'flexible understanding of roles and responsibilities'. Now this for me is crucial. The relationship with my CEO will change from how it is now as a trustee to how it will be when I am an experienced Chair. The fact is I have never chaired a board before, so this will be a massive learning curve for me. I am quite clear about my role and how it differs from that of the CEO, but we will need to agree these roles early on in our relationship. My CEO will also have to accept that the way I want to run the Board will be very different to the way it was managed by the previous Chair, as will the way I want to manage her. Note to self: agree the ground rules, roles and responsibilities and keep them flexible.
The second factor is the 'ability to challenge and accept challenge'. Again this is crucial. Going back to my own situation, I am confident that Jill will allow me to challenge things where appropriate and likewise I would expect her to challenge me. We have different backgrounds and areas of expertise and experience, and we need to make sure that the way we lead the organisation takes full advantage of these differences. I look forward to this dynamic greatly and will enjoy the learning I gain from it. Note to self: challenge! If you always do what you've always done, you'll always get what you always got!
The third factor Gibbs identifies is 'skills of empathy, communication and managing the board'. Well I would like to think I have these qualities and skills. I use them every day in my life as a senior manager, and feel I can transfer them to my role as Chair. The bit I have no prior experience of is managing a CEO. Yes of course I have managed CEOs 'upwards' but never in a formal relationship. Again, I am looking forward to the learning this will give me and I am hoping that my learning will benefit me in my day job as well as as a volunteer.
The fourth factor is 'skills of on the part of the CEO'. I would have thought this applied to the Chair too. I can only imagine how difficult it must be for a Chair who is passionate about the cause they represent and wants only the best for the organisation to be faced with a CEO who does not have these qualities and skills. What this can cause is conflict between the CEO and their staff team and the CEO and the Board. One hears about these so-called 'psychopathic leaders' and I can only sympathise with the organisations that have to work with them. I am grateful that in my first role as Chair I will not have to face such a situation, and that my CEO has humility, communication and self-awareness!
'Commitment to the cause' is the fifth factor and this goes without saying. I would be surprised if commitment is the issue, but a mutual understanding of the vision and mission might be. I can think of organisations where the CEO and Chair have a differing views on the mission of the organisation, and this can cause issues for both meeting beneficiary needs and trustee and staff morale. A similar situation might exist where the Chair and CEO disagree over vision and mission. Note to self: Make sure we have a common understanding of the vision and mission (I am sure we do, but useful to check!)
The final factor is the rather hard to describe issue of 'getting on'. Now this is about personal chemistry. Do you get on as individuals? You don't need to have anything in common but the organisation itself, but the CEO and Chair need to get on as individuals, and as we saw at the start of this blog, one needs to work on this 'like a marriage'.In my opinion, and that of some that Gibbs interviewed, you don't need to be friends although you do need to be friendly. In fact being friends can make it harder, because at some point as a chair you will have to make a difficult decision or say something that your CEO will not want to hear.
In addition to these factors I would like to look briefly at a couple of things that I think will help make the relationship work. Firstly the Chair should have a good induction. They should meet key staff members to learn about what they do, and what their priorities are. This should at the very least include the entire Senior Management Team. Secondly there should be formal 1:1 meetings between Chair and CEO; action points should be agreed and minuted. Thirdly there should be a formal appraisal process, providing the opportunity for the Chair to collect feedback on the CEO from their team and also for the CEO to give feedback on the Chair. Finally I think there should be a clear 'contract' between the CEO and Chair; this will clarify respective roles and responsibilities and also clarify the level of support the Chair is able and/ or expected to provide.
I'd love to hear from you if you have any hints or tips about how I can be a better first-time Chair!
Showing posts with label chair. Show all posts
Showing posts with label chair. Show all posts
Friday, 16 August 2013
Friday, 31 May 2013
How to manage your domineering committee chair
Have you ever had to manage a high net worth volunteer who was 'impossible' to manage? Ever had staffing issues as a result of their behaviour? Ever dreaded meetings with the volunteer? Ever avoided telling them something because you could not bear the thought of their reaction? Did they sometimes act seemingly against the interests of the charity?
Well I can say 'yes' to all these things! So if you can identify with any of these traits in your committee chair then read on!
Firstly, although it is sometimes hard to recognise and accept this, there is a positive intention behind every behaviour. In this volunteer's case they are utterly passionate about the cause, they want to raise money and awareness of the charity but they also have other motivations that are non-altruistic, and there is nothing wrong with this. What might these be? Well to start with, my volunteer wanted to enhance her social status through the connections and networks that she was able to make through her involvement with a high profile charity. Secondly her life as a volunteer and her social life were one and the same. It is about recognising that there is absolutely no problem with this, and accepting that these are motivations, but as long as they are not against the interests of the charity, why bother?
Secondly, you need to lead from the front and stick up for your staff team. In my case I actually lost staff as a result of this volunteer's behaviour and that was hard to deal with. You need to be the front person dealing with the volunteer, not delegating it to more junior staff. You need to put up with sometimes unacceptable behaviour and take it on the chin...that's what you are paid to do. You need to be the person who sometimes have to deliver bad news, and do it in a way that is acceptable to them.
Thirdly, pick your battles. If your volunteer chair is approaching the charity's corporate partners for sponsorship for their event, this will be a priority. If however they are not consulting on the choice of florist for their next event, this might not be your priority. So choose carefully what behaviour you do challenge, commit to challenging that behaviour, and be prepared to give ground on lower priority areas. But stick to your guns on the important things.
Fourthly maintain regular communication. Meet regularly with your volunteer, even if you can't bear the thought of it! It is your job to manage this relationship. Make sure that you use these meetings to update the volunteer on all relevant issues and ask them to update you. Try to enjoy the meetings rather than dread them and the volunteer will see that in you. If you are smiling and relaxed, they will relax and give you an easier time.
Fifthly, make your volunteer feel loved and valued. I always used to send a thank you card after each event my volunteer organised, and regularly send hand-written thank you letters (yes fountain pen is best!) and on occasions flowers and small gifts - nothing over the top! Make them feel acknowledged in public. Big them up within your organisation, so that your colleagues and bosses understand the contribution they are making. Make sure your CEO or Director also thank and acknowledge their work. Always talk positively about your volunteer to colleagues, even if they are a complete pain in the ass!
Sixthly make sure your volunteer is briefed properly on the work of the charity. Make sure they are up to date on all new areas of work and that they are better informed than any of their committee members. Have your senior programme staff make friends with them, and invite senior programme staff along to committee meetings, so that they are also well informed. Try to get your committee chair to see the charity's work first hand, even if that means an overseas visit. Once they have seen the work they will be even more committed!
Finally agree targets for the year up front. Meet with them at the start of the year and agree which activities they will be doing, and also be clear with them about what you can and can't resource within your staff team. Agree financial targets and agree what they have the authority to do and what they will need to run by you. Having this kind of agreement is a great reference point over the course of the year.
Does any of this ring true? The important thing to remember is not to try to change your volunteer. You never will. But you might be able to change their behaviour for the better and that can only be good for your charity, for your team and for your own sanity. Good luck and let me know how you get on.
Well I can say 'yes' to all these things! So if you can identify with any of these traits in your committee chair then read on!
Firstly, although it is sometimes hard to recognise and accept this, there is a positive intention behind every behaviour. In this volunteer's case they are utterly passionate about the cause, they want to raise money and awareness of the charity but they also have other motivations that are non-altruistic, and there is nothing wrong with this. What might these be? Well to start with, my volunteer wanted to enhance her social status through the connections and networks that she was able to make through her involvement with a high profile charity. Secondly her life as a volunteer and her social life were one and the same. It is about recognising that there is absolutely no problem with this, and accepting that these are motivations, but as long as they are not against the interests of the charity, why bother?
Secondly, you need to lead from the front and stick up for your staff team. In my case I actually lost staff as a result of this volunteer's behaviour and that was hard to deal with. You need to be the front person dealing with the volunteer, not delegating it to more junior staff. You need to put up with sometimes unacceptable behaviour and take it on the chin...that's what you are paid to do. You need to be the person who sometimes have to deliver bad news, and do it in a way that is acceptable to them.
Thirdly, pick your battles. If your volunteer chair is approaching the charity's corporate partners for sponsorship for their event, this will be a priority. If however they are not consulting on the choice of florist for their next event, this might not be your priority. So choose carefully what behaviour you do challenge, commit to challenging that behaviour, and be prepared to give ground on lower priority areas. But stick to your guns on the important things.
Fourthly maintain regular communication. Meet regularly with your volunteer, even if you can't bear the thought of it! It is your job to manage this relationship. Make sure that you use these meetings to update the volunteer on all relevant issues and ask them to update you. Try to enjoy the meetings rather than dread them and the volunteer will see that in you. If you are smiling and relaxed, they will relax and give you an easier time.
Fifthly, make your volunteer feel loved and valued. I always used to send a thank you card after each event my volunteer organised, and regularly send hand-written thank you letters (yes fountain pen is best!) and on occasions flowers and small gifts - nothing over the top! Make them feel acknowledged in public. Big them up within your organisation, so that your colleagues and bosses understand the contribution they are making. Make sure your CEO or Director also thank and acknowledge their work. Always talk positively about your volunteer to colleagues, even if they are a complete pain in the ass!
Sixthly make sure your volunteer is briefed properly on the work of the charity. Make sure they are up to date on all new areas of work and that they are better informed than any of their committee members. Have your senior programme staff make friends with them, and invite senior programme staff along to committee meetings, so that they are also well informed. Try to get your committee chair to see the charity's work first hand, even if that means an overseas visit. Once they have seen the work they will be even more committed!
Finally agree targets for the year up front. Meet with them at the start of the year and agree which activities they will be doing, and also be clear with them about what you can and can't resource within your staff team. Agree financial targets and agree what they have the authority to do and what they will need to run by you. Having this kind of agreement is a great reference point over the course of the year.
Does any of this ring true? The important thing to remember is not to try to change your volunteer. You never will. But you might be able to change their behaviour for the better and that can only be good for your charity, for your team and for your own sanity. Good luck and let me know how you get on.
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