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Chairing the Board

Chairing the Board

A Practical Guide to Activities & Responsibilities

John Harper


A guide to the skills required to be an effective chairperson, including keeping the board focused, managing relationships and politics, running meetings well and improving board perfromance.

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About the book

Chairing a board competently is a proactive undertaking, and the range of activities and responsibilities that a chairman must perform is huge. There are many issues to be considered and skills to be mastered.

Drawing on contributions from chairmen from both the commercial and non-commercial sectors, this book covers every possible topic including: the board's proper role, focusing on strategic issues, monitoring the enterprise, shareholders and stakeholders, board composition, managing the board's business, managing board relationships, and assessing and improving effectiveness. Fully revised and updated, this new edition is required reading for anyone chairing a board who wants to examine the range of their activities, and achieve improved levels of competence in the role.

Table Of Contents

    • Chapter - 01: The board’s proper role;
    • Chapter - 02: Focusing on strategic issues;
    • Chapter - 03: Monitoring the enterprise;
    • Chapter - 04: Shareholders, stakeholders and other concerns;
    • Chapter - 05: Board composition;
    • Chapter - 06: Managing the board’s business;
    • Chapter - 07: Managing board relationships;
    • Chapter - 08: Assessing and improving effectiveness
    • Chapter - 00: Introduction: some objectives and definitions;
    • Chapter - 01: Background issues;
    • Chapter - 02: The future revisited I: developments in legal matters;
    • Chapter - 03: The future revisited II: developments in regional funding;
    • Chapter - 04: The future revisited III: the view from the City;
    • Chapter - 05: Why do you want funding?;
    • Chapter - 06: Know your enemy: the venture capitalists considered;
    • Chapter - 07: The mechanics of doing the deal;
    • Chapter - 08: Seeing the finishing line;
    • Chapter - 09: Dealing with existing shareholders (and stakeholders);
    • Chapter - 10: Building – and displaying – the management team;
    • Chapter - 11: The key issues of discovery: the ‘due diligence’ process;
    • Chapter - 12: The choice of investment vehicle: existing business or newco?;
    • Chapter - 13: Legal stages: where the going gets tough;
    • Chapter - 14: Post-investment considerations: culture shock;
    • Chapter - 15: Realization of the investment;
    • Chapter - 16: Summary: do you still want venture capital?

Book Details

  • EAN: 9780749448691
  • Edition: 1
  • Published: 3rd November 2006
  • Paperback
  • Dimensions: 233x156
  • 240 pages

About the Author

John Harper is an accomplished company director, having sat on the boards of some 30 companies in the roles of chairman, chief executive, executive director, and non-executive director. He is also an experienced course tutor at the Institute of Directors (IoD), where he leads courses on the roles of chairman, non-executive director, company director and on good board practice. He has helped hundreds of company chairmen and directors develop their roles and responsibilities

John Harper