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Chairing the Board in Brief Session 1

Chairing the Board in Brief
Session One

First revision: Apr.11, 2018
Last revision: Jun.26, 2018

A successful board chairperson must perform a wide range of activities and responsibilities. This book draws on the experiences of chairmen in both the commercial and non-commercial sectors. The many topics include: the board's proper role, focusing on strategic issues, monitoring the enterprise, shareholders and stakeholders, board composition, managing the board's business, managing board relationships, and assessing and improving effectiveness. This new edition is required reading for anyone chairing a board who wants to examine the range of their activities and their performance.

Colin Sworder (1995) relates a corporate vision to common beliefs a board can develop, about the possibilities for their business, their markets, their employees and themselves. The following is from his contribution in Developing Strategic Thought:
Corporate visions have become the subject of debate in recent years. Many world-class and successful organizations have one. Other organizations eschew them, regarding them as hype or worse. There is some research which affirms that individuals and groups who have clear visions invariably achieve them. There is a basic premise that human beings are drawn towards and become like the dominant images we hold in our minds.
So who needs a 'vision'? What is a vision anyway? Well, every human being has a vision and many of the best 'envisioners' are under 10 years old. 'it's easy for them, they don't have to meet performance targets' is a common response. that's true. it also explains why many people over the age of 10 can find it quite difficult. What restricts our thinking is the certain knowledge or belief that some things are achievable and others not. This applies to us as individuals, groups, teams, and nations. It is these beliefs which can keep us alive, or not, as Icarus discovered too late. We develop our beliefs, in the main, over fairly lengthy periods of time and many factors play a part in their formation. A board can develop common beliefs about the possibilities for their business, their markets, their employees, and themselves. Beliefs are powerful - some people will die rather than change them. When leadership harnesses common beliefs in an organization, their organizations are no longer playing roulette with their future, they are playing chess.

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