The right sort of experience and an acknowledged track record gives a chairman a head start. It is not possible, or desirable, to prescribe in a generic sense the mix of knowledge and experience that will be right for each board chairman. This will be particular to each organisation. In some circumstances, for example, it will be important for the chairman to have sector experience or at least someone who is unquestionably well grounded in the sector. In other circumstances, it will be far more important for a chairman to have business related or other relevant experience outside the specific sector.
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To improve board performance, board chairs can employ five key techniques that balance short-term gains and long-term viability, oversight and management, diverse views and a unified strategy, and robust discussions with forming a resolution.
An article from the Houston Chronicle.
A dysfunctional board of directors has the ability to cause multiple headaches for your business or organization. Not only will a dysfunctional board of directors often fail to make decisions that are in the best interest of the organization, its dysfunction has the potential to move outside the confines of the boardroom, causing negative publicity. Knowing the signs of a dysfunctional board of directors will help you fix the board before larger problems occur. This is a rather lengthy article I gleaned from various sources to describe the role of the Chairman.
The Chairman provides leadership to the board, ensuring that the board’s processes and actions are consistent with the organisation’s constitution, its own policies and those requirements legitimately imposed upon it (e.g. statutory requirements), and that it achieves the highest possible standards of governance effectiveness. As appropriate, the Chairman represents the board and the organisation to outside parties. Here's a great article from Joan Garry Consulting which includes a valuable list of the top 10 signs of a dysfunctional CEO/Board chair relationship.
The Chairman is pivotal in creating the conditions for overall board and individual director effectiveness
“We didn’t know.” “We missed it.” “It was a rogue employee.” There is not an excuse I have not heard for ethical failure. But when I investigate a company after allegations of fraud, corruption or workplace wrongdoing, almost always there is a complacent, captured or entrenched board that did not take corrective action. In a few cases, boards actually encouraged the wrongdoing.
This article by Steve Bowman outlines six key factors that you should implement, in order to make the performance management of your CEO an organisational strength, it may even stop a great CEO from walking.
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An Introduction to the BoardSense LinkedIn ArticlesAuthorTony Hassed - founder and director of BoardSense Limited - the place where we talk about and promote Good Governance and Healthy Boards. 
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