FCCS News & Insights

Cooperative Chair Leadership Beyond the Gavel

By Barb Wilkinson, Senior Board Governance Consultant, FCCS

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Serving as a cooperative board chair requires far more than a solid understanding of parliamentary procedure and the ability to run effective meetings. While ensuring all voices are heard is essential, great chairs also invest time in building trust, strengthening relationships with stakeholders, and cultivating a productive partnership with the CEO. When this work is neglected, one of the board's most important foundations begins to weaken.

Build Board Trust

In The Five Dysfunctions of a Team, Patrick Lencioni identifies trust as the foundation of every high-performing team. Because a board should function as a highly effective team, building and maintaining trust must be a priority. That responsibility starts with the board chair, whose actions set the tone for the board's culture, relationships, and overall effectiveness.

Building trust with the board means taking time to get to know the other board members. This can include individual conversations outside of the boardroom, time in a board meeting to learn about each other and utilizing tools like CliftonStrengths® or DiSC® to better understand each board member’s strengths or work preferences. In addition, taking advantage of social time before or after a board meeting also affords the opportunity to better get to know individual members, leading to greater trust in the boardroom.

Stakeholder Relationships Are Key

Member ownership and democratic control are foundational elements of the Cooperative Principles. Because cooperatives exist to serve their members, board chairs have an important responsibility to help the board stay connected to the needs, expectations, and concerns of the member-owners it represents. This can be done working with staff and board members to host listening sessions, surveying members and being available for conversation.

Strong member relationships also reinforce trust in the cooperative's governance. Members who feel heard and informed are more likely to have confidence in board decisions, even when those decisions involve difficult trade-offs.

Building the CEO/Board Chair Relationship

The relationship between the Board Chair and CEO is a link that can make or break the effectiveness of a board. By establishing a relationship, built on respect and trust, the Board Chair and CEO can work together in their respective lanes to buoy the cooperative. If the Board Chair focuses on the work of the board and the CEO focuses on leading a staff that focuses day in and day out on the success of the cooperative with open communication, the board and cooperative will be successful.

So, if you are seeking the position of board chair, or already serving in that role, invest time in learning parliamentary procedure and the skills needed to lead effective meetings. But don't let your learning stop there. Take the time to understand your fellow board members and build the trust that enables strong governance. Engage with members and stakeholders to gain insight into their perspectives and priorities. Cultivate a productive working relationship with the CEO based on mutual respect, clear communication, and shared goals.

The most effective board chairs understand their impact extends far beyond managing agendas and recognizing motions. By fostering trust, strengthening relationships, and keeping the board connected to those it serves, they help create the foundation for a high-performing board and a successful cooperative.

Resources

FCCS’ Board & Director Education

FCCS’ Board Governance Effectiveness

Advanced Governance Series - Certification Modules for Cooperative Board Success