The Effective Third Sector Chair
In partnership with Brendan Mullan of Virtus Consultancy, we are delighted to offer a new series of training specifically tailored for the needs of the Third Sector Chair.
You can attend any of the below five sessions on an individual basis at £75 each or attend all five at a cost of £350.
To register please email email@example.com or Tel: 028 90 245 356.
27 September 2017, 5.30pm – 8.00pm
The Chair holds responsibility for leading the Board and setting its agenda. This session will focus on the governance role, the Board cycle of business, preparation and conduct before, during and after meetings.
Creating an environment for informed decision making, clarification of responsibilities and monitoring the implementation of decisions.
2. Annual Performance Appraisal – the case for appraising, the Chair, CEO, Board and individual Trustees
11 October 2017, 5.30pm – 8.00pm
Utilising performance appraisals to enhance and enable board improvement
Do you appraise your CEO and Board? Is there a formal appraisal of the Chair? This session will focus on the three elements:
- whole-board performance reviews
- appraisals of individual trustees
- CEO formal performance appraisal
25 October 2017, 5.30pm – 8.00pm
When the CEO-chair relationship is strong, the organisation benefits from having twice as much talent at the top, each playing a distinct leadership role, and each supporting the other.
The board benefits by having a leader whose primary focus is on governance, maintaining ethical standards, and building the board into an effective team capable of managing everything from routine business to major crises.
The CEO benefits from having a source of wise counsel, and an ally who may devote many hours outside of formal board or committee meetings to consultation with the other directors in service of the CEO’s agenda.
This session will consider the essential ingredients needed to cultivate strong Chair- CEO relationships.
- Role Clarity
- When the Chair is too strong or too week
- The making of effective relationships – positive support and challenge
- The extent of delegated authority and how its use is reported
- Regular and effective communication that works for you both
Work on a chair-CEO relationship, creating a shared view of:
- Strategic intent: what the charity is intended to do – its mandate, vision, goals, objectives
- The business and operating model, capacity, strengths and weaknesses
- The world in which the charity is operating: business environment, competitors, customers, current external forces
- The future: expected (or possible) forces and events, and how these will impact the future path of the charity
8 November 2017, 5.30pm – 8.00pm
Understanding the roles and responsibilities of Board members
- Vice Chair
- Company Secretary
Recruitment and Selection process for the Board
- Getting the Board’s skills mix right
- Achieving diversity
- Induction of new board members
Cohesive Board Relationships – becoming more than the sum of your parts
Building relationships among board members is crucial for successfully navigating difficult decisions. This session will focus on:
- constructive relationships
- considered decision-making
- Managing change
- Keeping the board fresh
- Effective communications
22 November 2017, 5.30pm – 8.00pm
- Balancing operations and governance
- Managing change
- Financial reporting – reports you need and questions you should be asking
- Building Stakeholder relationships.