Most board chairs are experienced leaders. Half the chairs of the S&P 500 double as their companies’ chief executives and most of the rest are former CEOs. But the close association of these two positions creates problems, says Stanislav Shekshnia in a recent article for Harvard Business Review. He outlines eight principles to follow to be an effective chair.
GOOD PRACTICES FOR BOARD CHAIRS
It’s difficult for a board led by the CEO to serve as a check on that CEO. However, separating the roles can create another problem: when the chair isn’t the CEO, there’s a danger that he or she will start acting as an alternative chief executive, sowing conflict and confusion.