In 2014 I was serving on the board of a small food bank. The chair was a successful, up-and coming corporate executive who brought his A-game to this tiny nonprofit. He became my role model for chairship. He showed respect and gratitude for the executive director, board and staff. Meetings had agendas and action plans. He negotiated challenges with diplomacy that preserved relationships while advancing the goals of the food bank.

One could tell from his performance in the role of board chair that François Poirier was destined for great things. He was just named the 2026 Canadian Business Leader of the Year by the Canadian Chamber of Commerce. Reading the announcement inspired me to reflect on the eight traits that produce great board chairs. These traits come from decades of reflection being on boards, consulting to boards and supporting boards. I also sought the opinions of two up-and-coming business professionals – my nephews Ryan and Steven – who both sit on boards and are keen observers of leadership behaviour.

1. Play interviewer instead of newscaster. As my nephew Ryan says, the best board chairs create opportunities for dialogue not just data download. And they ask great questions instead of supplying their answers. As a consultant, I use great questions as a catalyst for change because they disrupt autopilot thinking, surface assumptions and help a board focus on what’s important. Questions like:  “What should we stop doing in order to do the right things well?” “What are the two or three forces that will shape our organization over the next three years?”

2. Focus on the right stuff. It begins with a chair who sets clear expectations cascading from the board model. Is it a working board? Governance? Advisory? Corporate boards are different from union boards which need to find balance between the representation of the members who elected them and the good of the greater collective. Knowing the mandate is foundational. Ryan cites a best practice for his governance board. The chair ensures routine governance items are streamlined to the essentials, often handled through a brief pre-meeting call, that allows the formal board meeting to remain fully dedicated to strategic business discussions.
3. Get the board into the business. Over the last years, I have seen many boards fall into the practice of holding virtual meetings and only connect with their organization virtually. As a result, they see the organization largely through the eyes of the CEO or Executive Director. They partially know it through the Auditor’s report. They don’t know staff. Ryan’s board “holds every board meeting on-site at a business location, and it includes a tour and meeting employees and hearing their stories, which allows board members to experience the business. This creates connection – and appreciation – between the board and employees.”
4. Give voice. My inspirational board chair was a master at this. Participation levels among directors always vary. A great board chair takes the time to go around the table. As an example, Ryan’s board chair asks every director for the “B/C/Ds” : their take on the impact of their decisions framed as “Benefits, Concerns and Development Opportunities.”
5. Be conflict competent. A great board chair doesn’t sidestep tension; they surface it and recognize it as data. The author and systems-thinking expert Barry Oshry reminds us that conflict is rarely personal—people act from the contexts and pressures they inhabit, and those contexts sometimes collide. A great chair seeks to understand perspectives to bring greater clarity to a particular issue which often leads the board members to resolve the challenge. And an effective chair also recognizes that not every disagreement merits equal attention or airtime moving the board’s focus onto more critical business.
6. Insist on follow-up. My other nephew Steven enjoys his board’s invigorating conversations. He says while it’s great to debate divergent ideas, a chair has to ensure the conversation converges on actions. And that the action plan is tracked and reviewed.
7. Build Relationships. A great chair understands that relationships are not tangential to good governance—they are the backbone of good governance. When directors trust one another, they debate more productively, think more courageously, and handle tension without fracturing. The chair designs and stewards relationships by modeling behaviours such as respect, active listening, calmness under pressure, holding onto curiosity in challenging moments and having a sense of humour.
8. Begin by building trust with the ED/CEO. Trust allows honest conversations about what is truly happening and helps both leaders address problems before they become crises. Maintain regular, predictable communication so nothing comes as a surprise at board meetings. Even if the ED is struggling, a great chair stays firmly in the governance lane—setting clear expectations and measurable accountabilities, offering support, and monitoring progress rather than stepping into operational rescue. Steven suggests a strong Chair acts as a connector, bringing forward people or resources that may help the ED navigate specific challenges. And if the ED ultimately fails, following proper process protects the organization legally and financially while modeling fairness, transparency, respect, and integrity.

Strong chairship shapes stronger boards. If you are a board chair, director, or CEO looking to elevate board effectiveness, start a conversation. Reach out to Judy to discuss the leadership challenges your board is facing and how thoughtful chairship can make a meaningful difference.