What to Look for in a Nonprofit Board Chair

The relationship between the executive director and the board chair is the most important governance relationship in a nonprofit. When it works well, it provides the organization with strategic clarity, strong oversight, and the kind of leadership that attracts funders and talent. When it does not work, it can paralyze the organization.

Choosing the right board chair — and setting them up for success — is one of the most consequential governance decisions a nonprofit makes.

What a Board Chair Actually Does

Before you can choose the right person, you need to be clear about what the role actually requires.

The board chair is responsible for the effective functioning of the board. That means running productive board meetings, ensuring the board fulfills its governance responsibilities, managing the relationship with the executive director, and serving as the board's primary spokesperson.

The board chair is not the executive director's boss in the day-to-day sense. They do not manage the organization's operations. But they are responsible for the board's oversight of the executive director — including the annual performance review and, if necessary, the decision to make a leadership change.

The board chair also plays a critical role in board recruitment, orientation, and development. They set the tone for how the board operates and what is expected of board members.

The Qualities That Matter Most

Not every strong board member makes a strong board chair. The role requires a specific combination of qualities.

Governance knowledge. The board chair needs to understand the board's role — what it is responsible for, what it is not responsible for, and where the line between governance and management lies. This is not something most people come to naturally. Look for someone who has served on boards before, who has taken governance training, or who is willing to invest in learning the role.

Relationship skills. The board chair's most important relationships are with the executive director and with other board members. They need to be able to build trust, manage conflict, have difficult conversations, and hold people accountable — all while maintaining the relationships that make the board function.

Time and availability. The board chair role requires significantly more time than a regular board member role. Board meetings, committee meetings, one-on-one conversations with the executive director, funder meetings, community events — it adds up. Make sure the person you are considering actually has the time to do the job.

Commitment to the mission. This sounds obvious, but it matters. The board chair needs to be genuinely invested in the organization's mission — not just in the prestige of the role or the networking opportunities.

Willingness to have hard conversations. The board chair will sometimes need to tell the executive director things they do not want to hear. They will sometimes need to manage a board member who is not performing. They will sometimes need to lead the board through a difficult decision. Look for someone who has the courage to do these things.

What to Avoid

There are some common patterns in board chair selection that tend to produce poor outcomes.

Choosing by default. "She has been on the board the longest" or "He is the most available" are not good reasons to choose a board chair. The role is too important for default selection.

Choosing for prestige. A board chair who was chosen because of their name recognition or community connections — but who does not have the time, skills, or commitment to do the job — will underperform. Prestige is not a substitute for governance competence.

Choosing someone who wants to run the organization. Some board members are drawn to the chair role because they want to be more involved in operations. This is a recipe for conflict with the executive director and confusion about who is responsible for what.

Choosing someone who will not push back. A board chair who agrees with everything the executive director says is not providing governance. The board's job is oversight, and oversight requires the willingness to ask hard questions.

Setting the Board Chair Up for Success

Even the right person will struggle in the board chair role without the right support.

Before someone takes on the role, have a clear conversation about expectations — what the role requires, what the time commitment looks like, and what the board chair and executive director need from each other.

Invest in governance training. The BoardSource Governance Series, the NANOE board development curriculum, and other resources provide practical guidance on the board chair role. A new board chair who has never served in the role before should invest in learning it.

Build in regular one-on-one time between the board chair and the executive director. This relationship is the foundation of effective governance. It requires intentional investment.

The Bottom Line

The board chair role is one of the most important in a nonprofit. Choosing the right person — and setting them up for success — is worth the time and care it requires.

If your board is struggling with governance, leadership transitions, or board chair selection, Shirey Consulting can help. Reach out for a free consultation.