How should we go about evaluating our board chair?
- is firmly grounded in and can clearly articulate the mission, values, and strategic direction of the institution;
- clearly understands and openly respects the differences in the relative responsibilities and functions of the board, executive management, faculty, and other institutional leaders;
- runs efficient, effective meetings;
- expects and receives over timely, excellent administrative support;
- attempts to continuously improve governance and leadership effectiveness;
- is willing to take the initiative;
- is flexible in his or her positions and priorities;
- is willing to consider new approaches to framing and solving problems as well as to dealing with familiar routines;
- accepts accountability for the board chair’s responsibilities and actions;
- commits adequate time and energy to the responsibilities of the position;
- strives to achieve a defined set of goals;
- is able to communicate clearly and effectively in multiple forums and different situations;
- demonstrates conflict-resolution and consensus-building skills;
- is adept at facilitating compromise;
- demonstrates a leadership partnership with the president;
- promotes ongoing board self-evaluation and continuous improvement;
- embodies the values of the board and the organization;
- defines the direction of the organization and aligns all persons and processes toward that aim.
Orlikoff, James E. "A Board is as Good as Its Chair: Leading a Team of Men and Women Who Themselves Are Leaders Can Be a Challenge. Sometimes the Solution is as Simple as a Written Job Description," <em>Trusteeship</em> Vol. 8, no. 4 (July/August 2000): 24-28.