Whether it’s the Chair of Directors, Trustees, or Governors, the stereotype is of a ‘pale, stale, male’ who turns up to monthly meetings, focuses on the numbers, asks questions, and in return receives a big
fat cheque!
But the mould is changing. Not only do Chairs take their responsibilities seriously, staying abreast of legislation and governance updates, but also provide guidance to steer the business through the risks and threats of this VUCA world of volatility, uncertainty, complexity and ambiguity.
However, there is one area which remains largely overlooked; an area in which a good Chair can distinguish themself and is crucial to the success of the operation, namely coaching and mentoring the directors of the board. A good Chair will support fellow directors by:
• Providing a listening ear
• Asking questions to clarify rather than making assumptions
• Asking questions to help identify solutions
• Sharing experience and knowledge
• Actively encouraging feedback – being open-minded and empathetic
• Agreeing, setting and monitoring individual goals and objectives for personal growth
• Prioritising regular appraisals
• Encouraging self-reflection – understanding more about leadership styles and impact
• Showcasing how to coach and mentor
• Proactively encouraging succession planning for roles and business continuity
So why is the coaching role so often overlooked? Perhaps it’s because coaching is a specific skill which needs to be learnt and practised. It’s not advising or telling someone how to do something.
How can you learn to coach?
Engaging in one-to-one coaching with a qualified coach offers personalised guidance tailored to your specific needs and challenges. Through this focused support, you can gain valuable insights, refine your techniques, and develop a deeper understanding of effective coaching and mentoring practices, ultimately enhancing your skills in these areas.
