Chair today, gone tomorrow: Hope in the boardroom

In our ever-evolving cultural landscape, every day seems to turn the drama genre, Black Mirror, into a documentary. In his book – Faith, Hope and Carnage – singer Nick Cave’s reflections on hope after catastrophic events resonate deeply.

Amid funding challenges, teams riven with anxiety, the creative sector still grappling with colonial legacies and gaze, it’s crucial to maintain trust with senior management, stakeholders and audiences. Despite the chaos, we must hold onto hope.

The need for good governance structures

In the UK creative industries, which despite being worth billions are undervalued from a people perspective, Chaos Theory can be advantageous. In an age of AI, human judgement is irreplaceable when it comes to patterns and gut feelings.

Leading through change requires empathy, timing and courage. For change to happen safely, it must begin with good governance structures. Boards must inspire belief in a collective voice to navigate the darkness and have the capacity to challenge assumptions independently.

Safeguarding concerns have highlighted the need for trauma-informed skillsets, alongside compliance. But by the time major concerns reach board members, it is often too little too late. A ‘noses in, fingers out’ ethos can work to the detriment of organisations dealing with bullying, infighting or fraudulent accusations.

In addition, the cultural sector is facing a major crisis triggering a further skills gap and a brain drain of talent. In a grave new world of divisive politics and fragmented communities, redefining governance is an opportunity to build a more inclusive creative economy.

The power of gathering

The importance of inclusive workplaces cannot be overstated. Strategies that address privilege and bias are essential for effective boards. When board representation does not reflect senior management teams and communities, problems arise, leading to weak and chaotic governance decision making. And organisations suffer as a consequence. So we need to build room for stronger, more inclusive, voices.

Diversity isn’t just about representation; it’s about empowering those with protected characteristics to share their insights at the table. Tokenism – yes, that old chestnut – needs to be laid to rest. It’s no longer enough to gleefully inform board members how the diversity quota checkbox has been ticked after a board effectiveness review and then swiftly move on to (what some might consider) more engaging topics.

Why? Because there’s something deeply meaningful in a collective, collegiate entity filled with lived experience to shape sustainable futures. After all, the power of gathering is an intrinsic element in storytelling.

Good governance in arts and cultural organisations is fundamental to ensure financial and social sustainability, through a paradox of intersectionality. Through strategic financial management, inclusive decision making and forward-looking policies, governance can fulfil its mission to educate, innovate and serve society.

Taking risks

The key to governance is a drive for strategic direction and long-term sustainability. If the primary function of a board is to assess risk, it’s up to the chair to take risks in diversifying the table. A prerequisite is for the chair to advocate for meaningful change by utilising the skill set of every trustee to drive strategic aims.

Diversifying supply networks and talent is important, especially including those communities and those audiences needing to be reached – both intercultural and intergenerational.

Within the board, this can happen by strengthening committees with inclusive voices. And encouraging chairs not to panic if they notice all diverse voices sit on one committee; the intention is not to cause a revolving door of underrepresented talent.

Reasons to be cheerful

There are positives: over twenty years of board global tracking research by Egon Zehnder shows that inclusive and adaptable boards are crucial for tackling sector disruption and fostering resilience.

It found change was happening, but more needed to be done, beginning at chair level. For this to happen, you need a strong chairperson with low ego, high EQ, compassionate CQ – especially since a trusting relationship between chair and CEO is crucial for futureproofing, and offers security to funders.

To ensure wider representation, the initial hiring process for an inclusive board starts with job descriptions that are equitable and transparent, empowering underrepresented talent to apply.

A high number of board vacancies are still filled via taps on shoulders. Conversely, allowing for underrepresented people – often encountered outside normal networking circles – to join the table can be hugely beneficial. Fresh eyes, with nuanced knowledge aligning with communities adds to healthy dynamics.

Enabling creative flow

By empowering membership, ensuring there is a realistic turnaround of term duration, and treating everyone with dignity, boards can preserve their organisation’s purpose and support a healthy balance sheet.

As chairs, it’s our duty to foster a truly representative meeting of minds. Shying away from exclusivity and having the courage to nurture an inclusive board adds huge value as catalysts for transformational change.

Why does this matter? In a board meeting, have you ever felt somatically the creative flow of every voice having the opportunity to dissect the agenda with healthy conflict? It’s palpable.

Amid industry uncertainty, turbulence and carnage, we should celebrate the power of small wins. With bravery in the boardroom, there is hope.