ONE way or another, managers inevitably find themselves sitting in and often chairing board or council meetings.
These meetings are not ceremonial gatherings; they are the nerve centres of organisations.
It is in boardrooms that strategy is interrogated, risks are scrutinised, resources are allocated and futures are shaped.
The effectiveness of any organisation is, therefore, closely linked to how well its board meetings are conducted.
Yet meetings fail by default. Their tone, direction and outcomes are largely determined by how they are chaired.
A board meeting chaired with discipline, fairness and openness can unlock wisdom and strengthen governance.
Keep Reading
- Harvest hay to prevent veldfires: Ema
- Letter from America: Is former president Donald Trump a hero or villain?
- Public relations: How artificial intelligence is changing the face of PR
- Zanu PF shutting down political space
A poorly chaired board can silence voices, mask risks and weaken institutional integrity.
At its core, chairing a board meeting is about creating an environment where members feel safe to speak openly.
A good chair understands that silence in the boardroom is rarely a sign of agreement; it is often a sign of discomfort.
Participants must be allowed — indeed encouraged — to ask difficult and uncomfortable questions without fear of being ignored, labelled disruptive, or quietly sidelined. The more sensitive the issue, the more essential it is that it finds its way on to the table.
When psychological safety is present, oversight improves. Risks are identified early rather than buried under politeness. Weak proposals are strengthened through constructive critique.
Members leave the meeting feeling that their presence mattered and that their contribution shaped the outcome. In such environments, collective intelligence flourishes.
Conversely, when a chair dominates proceedings, dismisses dissenting views, or allows certain voices to overshadow others, governance suffers.
Board members may retreat into silence. Decisions may be passes without proper scrutiny. Over time, this erodes accountability and weakens the institution.
A fundamental misunderstanding often arises about the role of the chair. The chair is not the “boss” of the board. They are not a superior authority presiding over subordinates. Rather, they are colleagues entrusted by peers to coordinate the work of equals. Their responsibility is procedural, not imperial.
The chair’s role is to guide discussion, maintain focus, manage time and ensure that all relevant perspectives are heard. They facilitate clarity, summarise points of consensus and divergence, and help the board to arrive at decisions that are both clear and sustainable. They do not substitute their personal opinion for collective deliberation. In fact, the most effective chairs often speak less and listen more.
Importantly, the chair’s authority extends only as far as the board charter and governance framework allow. A well-drafted charter clearly defines meeting procedures, quorum requirements, voting processes and any additional authority, such as a casting vote.
Beyond these defined provisions, the chair remains one director among equals. When chairs exceed these boundaries — even with good intentions — they risk undermining the governance structure they are meant to uphold.
Respecting governance boundaries is not a weakness; it is a strength. It signals maturity, discipline and respect for institutional processes.
When a chair operates within these parameters and focuses on managing a fair and structured process, the board becomes more cohesive and effective.
Chairing board meetings, therefore, is less about control and more about stewardship. It requires emotional intelligence, patience, impartiality and the ability to balance diverse viewpoints without losing direction. It requires courage to allow dissent and wisdom to prevent disorder. It requires firmness to keep discussions on track, yet humility to recognise that leadership in the boardroom is shared.
Ultimately, effective chairing strengthens governance, enhances accountability and protects organisational integrity.
In a world where institutions face increasing scrutiny and complexity, the quality of leadership on the boardroom matters more than ever.
A well-chaired meeting does more than conclude agenda items; it builds trust, reinforces collective responsibility and positions the organisation to confront its challenges with clarity and confidence.