What Defines a Good Chairman
The role of a chairperson has become well recognized, and the expectations are consistently growing. A chairman is supposed to be charismatic, involved and does more than attend meetings in the organization. The success of a Chairman like Hussain al Nowais depends on how good his relationship with the chief executive is. Their relationship should be honest, transparent and they should be able to trust one another. For the two parties to work in unison, they need to perceive that they hold contrasting positions in the company.
For a chairman to be effective, he should have good knowledge about the business he is in. A good chairman should provoke positive challenges to the directors to improve various areas of the company. Whenever he needs information on particular issues, he should be able to ask the right questions. For a good chair to know the progress of the company, he should be accustomed to the mission and goals of the company. He should be able to offer guidance to the organization while still helping to secure external resources outside the organization. It would be very disappointing if the chairman does not realize that it is not his job to run the business but to ensure that it is running well. His main role is to reinforce the directors and other senior officials.
A chair is required to just put in a few hours if his time to carry out his duties. This is because he does not have too many roles within the organization. However, he should interact with the staff, customers, and investors from time to time. A chairman is able to figure out what problems the company could be facing at all times. The ability to run an effective board and make sure there is a good relationship between the shareholders and stakeholders is what defines a good chairman.
If the company runs in a crisis, the chair is supposed to intervene quickly and offer necessary guidance on how to deal with the menace. The mission of the company is the most important detail; hence the chair cannot afford to forget it. He should be able to set aside his interests for the benefit of the organization; which includes helping to solve any of the problems around.
When a chair is ready to step down, he should always know how to do it and when. He suddenly does not step down from his position without any warning. He is supposed to share his intention with the management team and directors about resigning from the company at least six to eighteen months before leaving. This will allow the company to have enough time to look for a successor. The outgoing chairperson gets an opportunity to hand over his roles to his successor.
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