Principles of Good Practice for Board Chair Leadership
With his retirement in 2012, David Dougherty completed 44 years of service in independent schools and now looks forward to serving the next generation of school leaders as an executive coach. David is the Director of The Education Group’s Executive Coaching program.
The Education Group subscribes wholeheartedly to the traditional axiom that the most important relationship in an independent school is that of the chair of the board of trustees and the head of school. Of course, the head is the face of the school, but s/he can function confidently, effectively, and longer only with the support and commitment of a strong board chair. Here are the principles that inform that strength:
Foremost: The chair of the board of trustees understands that his/her relationship with the head of school is fundamental to the success of the school, and is committed to the time and effort necessary to build a strong, visible partnership.
The board chair is a strong leader, especially accomplished in communications, interpersonalrelations, management, and ambassadorial skills.
The board chair discerns the fundamental difference between the strategic role of the board of trustees and the operational role of the head and strictly enforces it.
The board chair works closely with the head of school to support the mission of the school and to create and promote a shared vision, about which they speak with a single, well-rehearsed voice.
The board chair appreciates the unique responsibilities and stresses of the head of school and is committed to both the public support and private care of that person, as well as to his/her family.
The board chair assures the head of school of his/her ready availability on a regular and ad hoc basis to provide counsel and support.
The board chair enforces the school’s by-laws, policies, and practices, as well as laws that govern the operation of independent schools.
The board chair seeks appropriate support and counsel from fellow trustees, community leaders, professional organizations (and their publications), consultants, and other education leaders, making a special effort to remain current with important issues in independent school education.
The board chair supports the school’s fundraising initiatives through his/her own philanthropy and his/her solicitation of the school community for support.
The board chair effectively organizes trustees for effective governance, especially with timely information, meeting agendas, committee charges, governance training sessions, and plans for board succession, and establishes clear goals and priorities for their implementation.
Bonus: To increase the likelihood of success for the school and a longer term of service for the school’s head, the board chair will be willing and able to serve a longer tenure than is customary.
