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 CEDR Solve Charity Commission NCVO vol.org.uk/governanceandleadershiphttp:// vol.org.uk/governanceandleadership Lost in translation from ncvo £10

Contact Paula Cannings