Age Action

“We recently engaged Boardmatch Ireland to find a new board member for our organisation through their Charity Board Search service. The Boardmatch team listened carefully to our needs and found a new board member who matched our requirements perfectly. Our new board member has brought a wealth of valuable skills and experience to the board as well as a fresh outlook on the organisation and its needs.”
 
 

Don’t miss our CEO & Chairs Training on Dec 1st

Our annual CEO and Chairs Training day is taking place on the 1st of December 2014 in Dublin 2. This training fills up quickly so please be sure to book early to avoid disappointment. For further information of to book a place, please contact Eva Gurn at eva@boardmatchireland.ie or call the office on 01-671 5005.

The performance of any not-for-profit organisation is underpinned by the relationship that exists between the CEO and Chair. The training explores this critical Management/Governance interface, and is relevant to both seasoned practitioners and those just stepping up to the top job.

The full-day training course is delivered by Governance expert Dorothy Dalton. Dorothy is editor of the UK-based Governance magazine and a prominent figure in the area of good governance training. Throughout her career, Dorothy has advised several leading national charities on their governance structures and has published a number of short books on the area of good governance in the charity sector. Click here to visit her website.

 

Price: 325 euro per organisation which includes lunch.

Location: Arthur Cox, Earlsfort Terrace Dublin 2.

Time: 9:30am to 4:15pm

 

Main topics will include:

  • Roles and expectations of Chairs and trustees
  • Ensuring trustees fulfil their governance role
  • Refreshing the Board and finding new trustees
  • Case study of where things went wrong
  • Developing a learning organisation

 

CEO and Chair Training Timetable

9.30am Registration and coffee

10.00am Introductions

Roles and expectations of chairs and trustees

  • the chair’s leadership role
  • what the chair cannot do – limitations on the chair’s role
  • respecting the collective authority and responsibility of trustees

Ensuring trustees fulfil their governance role:

  • trustees’ role and the chair’s relationship with trustees
  • the three key strands of governance: corporate/ fiduciary; strategic and impact

11.30am Coffee break

11.45am Refreshing the board and finding new trustees

  • providing support to and ensuring new trustees become effective as quickly as possible
  • ensuring trustees address the right issues: why it is important to get the right agendas
  • making informed decisions: ensuring the board gets the information it needs for good governance
  • chair/CEO relationship including: ensuring trustees can hold the chief executive to account without meddling in management

1.15pm Lunch

2.00pm Case study of where things went wrong – tackling difficult/sensitive situations and learning from others’ mistakes.

Delegates split into groups to decide how best to lead the charity in the case study out of its difficulties

3.15pm Tea and coffee

3.30pm Developing a learning organisation – why reviewing performance is important even at board level:

  • appraising the chief executive’s performance
  • reflecting on the chair’s performance
  • the board collectively reflecting on its performance

4.15pm End

Building a Strong CEO/Chair Relationship

Building a Strong CEO/Chair Relationship

Arguably one of the most important relationships in a not-for-profit organisation is the one that exists between Chair and CEO. These two figures represent the interface between governance and management so it is crucial that the relationship is a healthy one. A poor Chair/CEO relationship will seriously undermine good governance and has potentially disastrous consequences for the organisation as a whole. Here are a few helpful suggestions for both Chair and CEO to ensure that a healthy relationship prevails.
 

A careful balancing act.

No Chair/CEO relationship is perfect, problems will inevitably arise and disagreements will be had. Whilst perfection is unattainable, the CEO and Chair must be able to foster a relationship that can bear the brunt of any hitches that will undoubtedly occur along the way. For the Chair, fostering such a relationship with his/her CEO calls for a careful balancing act. He/she must be supportive of the CEO but must also be willing to give constructive criticism whenever appropriate. A useful reminder for this is what Dorothy Dalton in her guide Good Governance: the Chair’s Role terms, being a ‘critical friend.’ For both, a relationship built on mutual trust and respect is essential.
 

Communication is key.

Having good lines of communication between the CEO and Chair is essential for the well-being of any organisation.

It must be remembered that it is the responsibility of the Chief Executive to present the board with all relevant information on the current state of the organisation in terms of both progress made and challenges faced. Whilst it may not always be good news, it is vital that information is presented in an accurate, balanced, timely and succinct way. Keeping the board in the dark is counterproductive and will create an air of mistrust.

Together the Chair and the CEO stand at an important intersection. It is essential that they communicate clearly and openly with each other so that all relevant information can be passed on to either the board or staff.
 

Walking the management/governance divide.

In order to avoid a situation where the board moves into management territory or the Chief Executive into governance, it is advisable that the Chair and Chief Executive take time to set out an agreed framework which clearly delineates their respective roles and responsibilities. Whilst this is advisable, things are also never that clear cut and although one might hope for an absolute separation to exist between the two, realistically this is not always the case. There will always be occasions where overlap is unavoidable. As Richard Chait in his book ‘How to Help your Board Manage Less and Govern More’ writes,
 

“…we do not wish to portray the distinction between management and governance as being absolute, nor do we wish to suggest that trustees and Chief Executives must endure a relationship in which one never enters the others primary domain. Governance is too complicated and too dynamic to be reduced to some inviolable division of labour. We mean to suggest only that, on the whole, boards should be more concerned with governance than management”

 
Moreover, it must be remembered that in addition to playing leadership roles in their respective domains, the CEO and Chair must also act as a partnership, providing joint leadership to the organisation as a whole.

Although by no means an exhaustive list, we hope that these three pointers will help steer CEOs and Chairs in the right direction. The well-being of the organisation is very much premised on the relationship that exists between Chair and CEO as it is they who must work together to provide joint leadership. Of all the relationships that exist within an organisation this is the most important one and the time given to ensuring that the relationship remains healthy should reflect this.

Governance Code Workshops

Wexford
Wednesday November 5th 3-5pm in the Raheen Family Resource Centre, Clonroche.
Please contact Lynda Stacey at rfcmanager@gmail.comfor booking info.

Dublin
Wednesday November 12th 6-8 pm (registration from 5.30pm) in Clogher Road Sports Centre, Dublin 12. Organised by the Rathmines-Pembroke Community Partnership.
Please contact Richard Costello, richard@rpcp.ie for further information.

Limerick
Friday November 14th 9am – 2pm as part of a wider agenda seminar organised by the Limerick Volunteer Centre in the South Court Hotel.
Please contact Paul Moriarity at paul@volunteerlimerick.ie for further information.

Monaghan
Tuesday November 18th at 7 pm in Corcaghan Community Centre (between Monaghan and Cootehill) Organised by the Monaghan Community Forum.
Please contact: Dara Mac Gabhann dmacghabhainn@monaghancoco.ie for further information.

Save the Date: CEO & Chairs Training December 1st

Our annual CEO and Chairs Training day is taking place on the 1st of December 2014 in Dublin 2. This training fills up quickly so please be sure to book early to avoid disappointment. For further information of to book a place, please contact Eva Gurn at eva@boardmatchireland.ie or call the office on 01-671 5005.

The performance of any not-for-profit organisation is underpinned by the relationship that exists between the CEO and Chair. The training explores this critical Management/Governance interface, and is relevant to both seasoned practitioners and those just stepping up to the top job.

The full-day training course is delivered by Governance expert Dorothy Dalton. Dorothy is editor of the UK-based Governance magazine and a prominent figure in the area of good governance training. Throughout her career, Dorothy has advised several leading national charities on their governance structures and has published a number of short books on the area of good governance in the charity sector. Click here to visit her website.

 

Price: 325 euro per organisation which includes lunch.

Location: Arthur Cox, Earlsfort Terrace Dublin 2.

Time: 9:30am to 4:15pm

 

Main topics will include:

  • Roles and expectations of Chairs and trustees
  • Ensuring trustees fulfil their governance role
  • Refreshing the Board and finding new trustees
  • Case study of where things went wrong
  • Developing a learning organisation

 

CEO and Chair Training Timetable

9.30am Registration and coffee

10.00am Introductions

Roles and expectations of chairs and trustees

  • the chair’s leadership role
  • what the chair cannot do – limitations on the chair’s role
  • respecting the collective authority and responsibility of trustees

Ensuring trustees fulfil their governance role:

  • trustees’ role and the chair’s relationship with trustees
  • the three key strands of governance: corporate/ fiduciary; strategic and impact

11.30am Coffee break

11.45am Refreshing the board and finding new trustees

  • providing support to and ensuring new trustees become effective as quickly as possible
  • ensuring trustees address the right issues: why it is important to get the right agendas
  • making informed decisions: ensuring the board gets the information it needs for good governance
  • chair/CEO relationship including: ensuring trustees can hold the chief executive to account without meddling in management

1.15pm Lunch

2.00pm Case study of where things went wrong – tackling difficult/sensitive situations and learning from others’ mistakes.

Delegates split into groups to decide how best to lead the charity in the case study out of its difficulties

3.15pm Tea and coffee

3.30pm Developing a learning organisation – why reviewing performance is important even at board level:

  • appraising the chief executive’s performance
  • reflecting on the chair’s performance
  • the board collectively reflecting on its performance

4.15pm End