By Karen Hodgkiss
Les Wallace, Ph.D., president of Signature Resources, Inc., is a noted consultant in the areas of leadership, governance, management and personal success. In a recent interview, Wallace explains the nuances between facilitation and influence, and describes how the successful board chairs of today are different than their predecessors.
Please define what you mean when you talk about influence versus facilitation.
Many board chairs feel their job is to run the show, or exert influence with others. This is an artifact from the days when the chair was the most powerful person on the board. Now we are seeing a movement toward inclusionary boards, the chair’s role is to facilitate more participation from all board members that will contribute to improved decision making.
What's wrong with the chair "running the show," as you've referred to it?
The dilemma is usually a chair is elected because they are highly respected. CEOs and board members have trust in that individual and want to hear what they have to say. But if the chair offers an opinion first, this often deters others from speaking up, resulting in decisions being made that have not been fully vetted.
It is more effective if the chair guides the discussions so each member has an opportunity to contribute. Once diverse opinions are gathered, the chair can weigh in to point out anything that may have been overlooked. Then they will weave together the differences into consensus. In simple terms, the chair speaks last to temper the power of the position.
Is there consensus among board development experts as to this new model?
Most current literature is supporting generative dialogue where the board makes sure they have explored all of the data and have participated in open discussion on substantive topics. The board self-assessments I've seen almost always say they need more time to address vital strategic issues in board meetings. Chairs are challenged to find the right balance between moving through agenda items while also giving full review to key issues.
What are other ways a chair's role has changed?
It's no secret credit unions are striving to diversify their boards and attract people with a variety of backgrounds. This includes younger board members than ever before. Many new board members may be lacking governance or business experience, and need training to get up to speed. One new role of the chair is that of mentor, ensuring every board member has a development plan in place to strengthen his or her individual competencies.
Any parting thoughts?
The true value of a board chair is leadership. Leadership is allowing the full board to grow and be capable of being involved in decisions.
Karen Hodgkiss is a freelance writer.
Join Wallace and your peers at CUES’ Board Chair Development Seminar, March 5-6, 2014, in San Diego. You'll gain a depth of understanding about governance from lectures, group discussions and case studies that will transform your leadership style.
