As part of the Cultural Leadership Programme, GOLD (Governance Organisational & Leadership Development) is promoting governance within the arts and cultural sector. Colin Barnes offers some insights into what makes a good Chair of the board.
A Chairs job is to deal with change and trouble, or so it seems, and not just in the arts world. I am co-chair of CREATE. Based in Scarborough we operate across North Yorkshire, and are currently going through significant change.
CREATE moved from a loose network to a formal incorporated organisation, which works to develop a cultural approach within regeneration and social inclusion activity. We support arts practitioners and festival and events development. We promote facilities for creative industries, community arts work and cultural tourism, and seek to influence local authority policy. So this is a big agenda for a relatively new organisation. In quieter moments, I sometimes wonder why I was asked to be Chair of this ambitious organisation, and what my reasons were for accepting the offer. It helped to put down in writing, just some of the reasons:
* Although I am not an artist, like many people I depend on the arts to make my life richer. I do, however, bring organisational and governance skills from other sectors. Also, whilst I am not directly aware of the reality of being an artist in todays Britain, I balance the neutrality of running a good Board with the ability to acknowledge the input of creative people in our organisation.
* I chair meetings properly; I know rules and procedures well and apply them lightly and confidently; meetings keep to time; everyone knows they meet to govern not manage the organisation, and I believe I encourage participation and enjoyment.
* I try to facilitate rather than be the embodiment of the organisation, but I recognise that facilitation doesnt happen in a vacuum. Initially, there must be agreement about the organisations nature, values, vision and strategy. Disagreements happen later about tactics and approaches and this is dynamic stuff, adding to the excitement of being on the Board.
* Commitment to the work of the organisation is crucial. Its the one thing that is not negotiable.
Other factors, that I consider useful in enabling the Chair to appear confident and in control would include, gaining knowledge wherever you can, either from meeting other Chairs, or from articles, websites and radio. Its also helpful to read older books, like Sir Walter Citrines ABC of Chairmanship and newer works, such as those of Margaret Wheatley. A good understanding of group dynamics and group work will also go a long way.
Ive stopped looking for the answer to everything but I value other peoples knowledge, skills and insights. They make life more enjoyable and chairing easier.
Colin Barnes is the Co Chair of CREATE Arts Development Ltd and President of WEA.
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