In most boardrooms, one critical question lingers unasked, unanswered, and often unwelcome: “Who evaluates the Chair?”
Boards regularly assess the CEO. Some even evaluate themselves as a collective. But when it comes to the Chairperson, the individual who sets the tone, shapes the culture, and steers the board’s effectiveness, silence reigns. And that silence is dangerous.
The chair makes or breaks the board
The Chairperson is not just a facilitator; they are the heartbeat of the board. Their leadership style influences everything: from how boldly directors speak up, to how effectively the board challenges management, to how strategically it thinks.
- A weak Chair results in timid, performative meetings where real issues are avoided and decisions are delayed.
- A dominant Chair creates an echo chamber, suppressing dissent and quietly endorsing mediocrity.
- A confused Chair, unclear on where their role ends and management begins, often leads boards into operational micromanagement, choking strategic focus.
A board cannot rise above the clarity, courage, and competence of its Chair.
So, why are Chairs rarely evaluated?
During a board retreat I once facilitated, after hours of thoughtful discussion, a soft-spoken director said something that stopped the room cold:
“We have been evaluating management all along, but never had the courage to evaluate the Chair.”
The Chair was in the room. That moment revealed a painful truth: most directors are afraid of disrupting boardroom harmony, triggering retaliation, and being seen as rebellious or ambitious.
Governance without accountability is just theatre. If the most influential person on the board escapes scrutiny, how can the rest of the board claim to uphold accountability?
Evaluation must be honest, anonymous, and actionable. That’s why we created a Chairperson Evaluation Matrix designed not for fragile egos, but for courageous boards committed to growth.
It asks the questions most boards avoid:
- Does the Chair invite dissenting views or suppress them?
- Are meetings efficient and purpose-driven?
- Is the Chair more focused on operations than strategy?
- How well does the Chair manage board dynamics, conflict, and decision-making?
- Does the Chair promote diversity of thought or reward loyalty over truth?
More than a checklist, this tool captures nuanced feedback and fosters real conversations. It allows boards to move from politeness to performance. And it does so anonymously, protecting psychological safety while promoting transparency.
“Let’s stop protecting egos and start protecting performance. .”
Digitized. Automated. Embedded into Your Governance.
To make the process seamless, we’ve built a fully automated board evaluation platform that:
- Captures real-time data from directors.
- Identifies governance gaps at both the board and Chair level.
- Generates branded reports customized for your organization.
- Tracks progress year-on-year to measure growth and impact.
You can host it on your website or use our secure platform. No more clumsy paper forms. No more lost insights. Just clear, structured, confidential feedback that boards can actually use.
It’s time to be honest about power in the boardroom. The chair’s role is not to be popular but effective.
To challenge management without bullying. To lead without dominating. To foster conflict without chaos.
And that requires feedback.
Because respect is not given to a Chair because of their title, but it’s earned through outcomes.
This is the time if your board has not evaluated the Chair in the past year. Not to create discomfort, but to create clarity, courage, and better governance.
To win, Boards must stop asking: “Will this evaluation hurt feelings?”
And start asking: “Will this evaluation unlock better leadership?”
If you are ready to bring transparency and accountability to your board’s most critical role, inbox us for a demo.
Let’s stop protecting egos and start protecting performance.
