Login Register

Managing fellow governor expectations and perceptions as a new Chair

Essentially all governors have the same role. Their different titles such as parent governor, staff governor, foundation governor, co-opted governor indicate their category of governance and how they came to be on the governing board and whether they were appointed or elected. 

BUT within all these different roles there are as many different approaches to governance and styles of governance as there are days in a month. Each and every governor has expectations and perceptions, and these need to be managed by those leading governance, usually the Chair and Vice Chair. Seems like hard work. Well it certainly sounds like it could be!

Governance leaders need to be skilled in negotiating, solving problems, resolving conflict and influencing the desires of their members, whilst providing the necessary support level to achieve an effective board and ensure strategic intentions are realised. How can this be achieved?

Reflect on these easy to follow steps- they might help.

Governance leaders must constantly reassess their own perceptions of their fellow governors and motivations and attitudes to ensure an evolving strategic landscape. There is rarely a ‘one-size-fits-all’ approach meaning a range of methods must be used to achieve optimal results.

Good luck!

Register now to access training, peer-to-peer and mentor support, self-evaluation tools, useful resources and much more - All free of charge to you and your school.

REGISTER NOW
REGISTER NOW

Don’t have an account? Register now to access training, peer-to-peer and mentor support, self-evaluation tools, useful resources and much more – all free of charge to you and your school!