The Chairman’s role – a work in progress

Dedicated to my family, and their many roles, past and present:
My wife Mary Quicke:
Chair of the Board of Governors of Queen Elizabeth Community College Crediton
Chair of the Maize Growers Association
My daughter Jane:
Chair of Queen Elizabeth College Council
Chair of Imperial College Ballroom Dancing Society
My son Mikey:
Chair of Queen Elizabeth College Council
Chair of Bath University Vegetarian Society

CHAPTERS
PART 1 – WHY?
1. Why one at all?
2. Why the Organisation needs one
3. What does he do and not do?
4. Digging deeper into the organisation
PART 2 –HOW?
5. How a Chairman gets agreement
6. How to find a chairman
7. How to introduce the new chairman into the organisation
8. How can a business afford a chairman?
9. How to choose other directors
10. Your next step in finding a chairman
11. How a chairman manages meetings
12. Chairing publicly funded community organisations
13. Chairing publicly funded industry organisation
14. Chairing joint marketing entities
15. The Money – chairing larger businesses

APPENDICES
1. The drive for Sustainability
2. The regulatory background- Higgs and Tyson
3. The American big business model- what happens if the role of the chairman and CEO are combined?

INTRODUCTION
The role of the chairman is reasonably well documented for large UK businesses, where the separation of roles between the chairman and Chief Executive has become nearly universal.
This book is an attempt to explain why smaller organisations, particularly businesses with fewer than 250 employees, will benefit from having a chairman.
My underlying assertion is that businesses will be more profitable with a chairman than without one. If you are a business owner or CEO, I invite you to consider my arguments with this in mind.
It only takes a marginal cumulative effect each year for the value of a chairman to outweigh his costs substantially and in a short amount of time.

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