From NED to Chair: Stepping Up to Lead the Boardroom
- truthaboutlocalgov
- 8 hours ago
- 5 min read
For many local government professionals—whether officers or elected members—serving as a Non-Executive Director (NED) is a natural extension of their public service. But for those ready to take the next step, the role of Chair offers a unique opportunity to shape the direction, culture, and effectiveness of a board.
Chairs are not just figureheads. They are facilitators, leaders, and guardians of governance. They ensure that boards function effectively, that all voices are heard, and that decisions are made in the best interests of the organisation. For those with a background in local government, the transition to Chair is not only achievable—it’s a logical progression.
This blog explores the key characteristics of successful Chairs and how your experience in local government can prepare you to lead with confidence and impact.
The Ability to Lead Without Dominating
A Chair’s role is to lead the board, not to control it. The best Chairs create space for others to contribute, guide discussions with a light touch, and ensure that decisions are made collectively.
In local government, officers and members are often required to lead through influence rather than authority—whether chairing committees, leading partnerships, or managing cross-sector initiatives.
“The Chair sets the tone. They must be inclusive, fair, and focused on outcomes—not ego.” – Dame Alison Carnwath, experienced Chair and NED
Tip: Reflect on your experience chairing meetings or leading collaborative projects. These are directly relevant to boardroom leadership.
Emotional Intelligence and People Skills
Chairs must be emotionally intelligent. They need to read the room, manage dynamics, and support both the board and the executive team. This includes handling conflict, encouraging quieter voices, and building trust.
Local government professionals often work in politically sensitive environments, balancing competing interests and navigating complex relationships. These people skills are invaluable in the boardroom.
“A good Chair listens more than they speak. They understand when to step in—and when to step back.” – Sir David Varney, former Chair of HMRC and business leader
Tip: Develop your ability to observe group dynamics and adapt your style to different personalities and situations.
3. Strong Governance Knowledge
Chairs are the custodians of good governance. They ensure that the board operates within its legal and ethical framework, that risks are properly managed, and that the organisation is accountable to its stakeholders. Local government is steeped in governance. Officers and members understand the importance of transparency, due process, and public accountability. These principles are directly transferable to the Chair role.
Tip: Familiarise yourself with the Charity Governance Code or UK Corporate Governance Code to deepen your understanding of board responsibilities.
Strategic Oversight and Vision
While NEDs contribute to strategy, the Chair plays a key role in shaping and guiding it. They help the board stay focused on long-term goals, ensure alignment with mission and values, and challenge short-termism.
Local government leaders are used to thinking strategically—whether planning for community development, economic growth, or service transformation.
“The Chair must keep the board’s eyes on the horizon, not just the dashboard.” – Baroness Dido Harding, Chair and former NHS executive
Tip: Use your experience in strategic planning and policy development to demonstrate your ability to think long-term and systemically.
Confidence and Authority
Chairs must be confident in their role. They need to command respect, manage difficult conversations, and represent the board externally. But confidence must be balanced with humility and openness. Many local government professionals already operate in high-profile roles, dealing with media, public scrutiny, and political challenge. This experience builds resilience and presence.
Tip: Practise speaking with clarity and authority. Confidence grows with preparation and experience.
Commitment to Inclusion and Diversity
A successful Chair champions diversity—not just in demographics, but in thought, experience, and perspective. They ensure that all board members feel valued and that decisions reflect a range of views. Local government is increasingly focused on inclusive leadership, community engagement, and co-production. These values are essential in modern boardrooms.
Tip: Reflect on how you’ve promoted inclusion in your local government role. This could include community outreach, staff networks, or inclusive policy design.
Constructive Relationship with the CEO or Managing Director
One of the most important relationships a Chair has is with the Chief Executive. It must be based on trust, mutual respect, and clear boundaries. The Chair supports and challenges the executive, acting as a sounding board and critical friend.
In local government, officers and members often work closely with Chief Executives and senior leaders. Understanding the balance between support and scrutiny is a key transferable skill.
“The Chair-CEO relationship is like a dance. It requires rhythm, respect, and the ability to lead and follow.” – Sir Peter Gershon, Chair and former civil servant
Tip: Think about how you’ve built effective relationships with senior leaders. These experiences are directly relevant to chairing a board.
Time, Energy, and Focus
Chairing a board is a significant commitment. It involves more than just attending meetings—it requires preparation, follow-up, and often additional responsibilities such as stakeholder engagement or crisis management. Local government professionals are used to juggling multiple priorities and working under pressure. Time management and dedication are already part of your toolkit.
Tip: Be realistic about your availability, but also recognise the value you bring. Many Chairs balance their role with other professional commitments.
Ability to Facilitate and Build Consensus
A Chair must be an effective facilitator. They guide discussions, manage differing opinions, and help the board reach consensus. This requires patience, diplomacy, and a focus on outcomes. Committee chairs in local government often perform this role already—balancing political views, community interests, and officer advice to reach decisions.
Tip: Use examples of how you’ve built consensus in challenging situations. This is a key leadership skill.
A Learning Mindset
Even the most experienced Chairs continue to learn. They seek feedback, reflect on their performance, and stay informed about governance trends and sector developments.
Local government professionals are lifelong learners—whether through CPD, policy updates, or adapting to new legislation.
“The best Chairs are curious. They ask questions, seek feedback, and never stop learning.” – Julia Unwin, former Chair of the Civil Society Futures Inquiry
Tip: Engage with Chair development programmes, governance networks, or mentoring opportunities to continue growing in the role.
Why Local Government Professionals Make Great Chairs
The skills developed in local government—strategic thinking, governance, stakeholder engagement, ethical leadership—are exactly what boards need. Whether you’re an officer with operational insight or a member with political acumen, your experience is highly relevant.
You understand public value, accountability, and the importance of inclusive decision-making. You’ve led through complexity, managed risk, and stayed true to your values. These are the hallmarks of a great Chair.
Next Steps for Aspiring Chairs
Reflect: Identify the leadership experiences you already have that align with the Chair role.
Learn: Consider Chair-specific training, such as the Leadership in Governance programme or Board Chairing Masterclasses.
Mentor: Seek out a current Chair who can offer guidance and insight.
Network: Join governance forums, attend board events, and connect with others on the same path.
Apply: Look for Chair opportunities in sectors aligned with your values—housing, health, education, or social enterprise.
Final Thought
Becoming a Chair is not about having all the answers—it’s about creating the conditions for others to thrive. If you’ve served in local government, you already have the mindset, the values, and the experience to lead a board with confidence and integrity.
“Leadership is not about being in charge. It’s about taking care of those in your charge.” – Simon Sinek
You’ve led in the public interest. Now it’s time to lead in the boardroom.
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