First among equals
Your board might be in good shape now – but recruiting and developing chairs of trustees will be a problem if early action is not taken, say Ruth Lesirge and Hilary Barnard
This article reviews the contribution of the chair of trustees and the need for succession planning of this crucial role. The mature years of many chairs and trustees undoubtedly deliver some unique experience. However, the seniority is also an indicator that early and sustained priority must be given to developing and supporting both the current and new generations of chairs. Tough financial decisions lie ahead. It is highly likely that sustainability will become the number one issue for chairs, as well as their chief executives. The continuing famine of trustees underlines the urgency to act sooner rather than later.
Author: Ruth Lesirge
Ruth Lesirge is a visiting fellow and tutor on the Cass CCE degree programme and has a special interest in chair, chief executive, board and trustee development.
Author: Hilary Barnard
Hilary Barnard heads up the strategy and change consultancy services and is a visiting fellow at Cass.
He is a former charity chief executive.
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