Stepping into the board chair role is a pivotal moment in any leadership journey—one that requires a fundamental shift in mindset and approach. You’re not just contributing to the discussion; you’re responsible for shaping boardroom dynamics, drawing out collective insight, and ensuring the board focuses on what matters most.

In this episode of Leadership Lounge, Emma Combe is joined by Rich Fields, Laura Sanderson, and Margot McShane to explore what separates effective board chairs from the rest—and how new chairs can establish credibility and impact from day one.

They discuss:

• How the board chair role differs across governance structures and geographies
• The balance between facilitating discussion and maintaining strategic focus
• The leadership behaviors of high-performing board chairs
• How board chairs can build strong, productive relationships with their CEOs

“Being an effective chair isn’t about having all the answers—it’s about creating the conditions for better questions, better conversations, and ultimately better decisions.”

Emma Combe, Leadership Advisor, RRA

Four things you’ll learn from this episode:

1. The role of the chair is to enable—not control: Great chairs focus on orchestrating the board’s effectiveness, rather than driving outcomes themselves.
2. Facilitation is a critical leadership skill: The best chairs create space for diverse perspectives, ensuring every voice is heard and valued.
3. Perspective shapes performance: High-performing chairs bring a broad internal and external view, helping boards focus on the issues that matter most.
4. The chair–CEO relationship is foundational: Trust, clarity, and open communication between the chair and CEO are essential to organizational success.

In this episode, we will cover:

• (02.11) The evolving role of the board chair across different governance models
• (03.54) The core responsibilities of board chairs and how they differ from executives
• (07.28) The leadership behaviors of high-performing board chairs
• (11.44) How to facilitate inclusive, high-quality board discussions
• (12.54) How to navigate the transition from executive to board chair—and why it can be challenging
• (14.31) How to build trust and alignment with the CEO