Practical guide 01 · Available

The craft of chairing

How do you know when to assert authority? How do you facilitate decision-making, while still moving to action if the group doesn't agree?

We have heard many Chairs of Neighbourhood Boards say their role turned out to be more operational than they anticipated. Especially before other staff are in post, Chairs have found themselves acting as programme leads - recruiting members, managing communications, coordinating partners, chasing deadlines - rather than acting as Chairs. Those further along have offered reassurance that this pressure eases once a programme manager is appointed. Nonetheless, it underlines that these are challenging roles requiring a diverse mix of skills.

Beyond the challenging workload there are questions related to the craft of chairing itself. Bringing a diverse room of people to a shared understanding. Moving a conversation to a decision when there is no consensus. Knowing when to facilitate and when to decide. And holding a non-executive line: not running the programme, but helping to make sure the condition for successful delivery are in place, and to help remove blockers.

Chairs also have to manage difficult tension with wider structures of democratic accountability - maintaining relationships with MP and ouncillors who have an electoral mandate and a legitimate claim to speak for residents. This sits alongside other more participatory and deliberative sources of legitimacy, such as the direct engagement work a Neighbourhood Board will do with local residents. These are difficult tensions to manage.

The following materials speak to these issues.

The numbers after each item show which of the five dimensions of ambition it speaks to most directly: (1) Shift the story · (2) Cultivate agency · (3) Strengthen relationships · (4) Crowd in capital · (5) Shape the system.

Resources we have checked

7 items
  • A Chair's Compass (opens in a new tab)3

    Ros Oakley and Ruth Lesirge · Association of Chairs

    FreeRegistration required

    A guide to chairing written from the chair's seat rather than the board's, covering when to assert authority, the boundary with an executive, board dynamics and self-assessment. Written for charity chairs.

  • Consensus decision making, and the short guide (opens in a new tab)23

    Seeds for Change

    Free

    A guide to consensus decision-making, including what to do when consensus does not arrive: fallbacks, blocking, stand-asides, power dynamics and consensus in large groups. A short version is available to share with Board members.

  • Facilitating meetings (opens in a new tab)23

    Seeds for Change

    Free

    A guide to facilitation, covering agenda design, the arc of a meeting, active listening, synthesis, techniques for large groups and a troubleshooting section.

  • Consent decision making, in Sociocracy in co-operative organisations (opens in a new tab)23

    Abbie Kempson and Mark Simmonds · Co-operatives UK

    Free

    An explanation of consent decision-making, in which a proposal passes if it is good enough for now and safe enough to try, rather than requiring unanimous agreement. The guide also covers circles and double-linking, an alternative to conventional sub-committees.

  • How to complete a skills audit (opens in a new tab)3

    Reach Volunteering · with the Association of Chairs and Getting on Board

    Free

    A method for auditing the skills held by a board, with three templates. It covers diversity of experience as well as technical skill, and can guide recruitment.

  • The Charity Governance Code, 2025 edition (opens in a new tab)3

    Good Governance Steering Group

    Free

    A voluntary governance standard that a Board can choose to adopt. Ranges from delegation (Principle 3) to board effectiveness (Principle 8), including skills, review periods, and terms of office.

  • Delegating decisions (opens in a new tab)3

    NCVO

    Free

    Guidance on delegation, covering what cannot be delegated, how sub-committees and task groups work, how to document delegation, and how a board keeps oversight of work it has handed over.

Other creative ways to explore this theme

14 items