What makes a great Chair of Governors? 10 main attributes

Yesterday I met up with Bob Wintringham, a highly experienced Chair with whom I have had the pleasure of working over the last couple of years. Bob has been extremely successful in his roles; he has Chaired 5 IEBs and was Chair of Faringdon Community College for over 20 years. He is now Chair of the Faringdon Academy of Schools, a multi-academy which has recently expanded from three to eight schools. It is a ground-breaking arrangement which includes infant, junior and primary schools alongside the secondary school. Most importantly it is one of the first to have Church of England schools in a multi-academy with community schools.

I asked Bob what was his secret? What makes a good Chair?

‘I build teams,’ he explained. ‘I build teams that are prepared to put in the work to achieve results.’

With a team largely comprised of unpaid volunteers this is no mean feat. But Bob does create remarkably cohesive teams who work well together.

Bob also feels the Chair’s relationship with the Headteacher is key to effectiveness in the role. But this is not some cosy, symbiotic relationship which does little to challenge the Headteacher or the organisation. In fact, quite the reverse.

‘The Chair must be able to have those difficult conversations. Sometimes there is no option but for the Headteacher to leave and the Chair must be able to recognise this and tell them.’

In fact, what Bob says really sums up the ‘Support and Challenge’ or ‘Critical Friend’ role that is at the heart of good governance.

What is more, Bob is a charismatic speaker and fantastic PR champion for the MAT. Although he is relatively softly spoken, he conveys an authority so that others stop to listen when he speaks. He has a credibility that comes from a deeply-held conviction that the actions of the Board, led by the Chair, can really make a difference to the children.

There is, of course, no simple formula for what makes a good Chair and it will differ from school to school, but the main attributes may be:

1. Ability to build effective teams
2. Good working relationship with the Headteacher
3. Willingness to have the ‘difficult’ conversations
4. PR champion
5. Credible public speaker
6. Understanding of educational environment and current changes
7. Excellent knowledge of the school and key staff
8. Ability to delegate
9. Effective chairing of meetings
10. Recognise the skills that the team has, and use them effectively