The Chair of Board's Role: Facilitator to Strategic Architect

Formal Duties Are the Absolute Foundation

The Norwegian Public Limited Liability Companies Act gives the chairperson a special responsibility for leading the board's work. These are the non-negotiable tasks that form the basis for everything else. The responsibility includes preparing and leading meetings, ensuring proper minutes are kept, and making sure the board's decisions are followed up. Mastering these fundamental tasks with a professional and structured approach is the entry ticket to exercising the more strategic part of the role.

Without a solid foundation, the entire structure fails.

The Best Leaders Are Strategic Value Creators

It is in the strategic role that the best chairpersons truly stand out. Beyond the formal duties, they act as a catalyst for strategic thinking and value creation. They are the CEO's most important and demanding sparring partner, they drive the strategy process forward, and they ensure the board has the right competence for the future. This requires looking beyond the next quarterly report.

This is how the chairperson is transformed from an administrator into a real value creator.

Fact Box: The Chairperson's Three Hats Briefly Explained:

• The Administrator: Ensures that formal processes are professional, efficient, and in accordance with the law.
• The Strategist: Is the CEO's most important sparring partner and the primary driver of the board's strategy work.
• The Culture Builder: Creates an open, safe, and constructive dynamic that brings out the best in the entire board.

The Chairperson is the Board's Foremost Culture Builder

A board is a team, and the dynamics in the boardroom have a huge impact on the quality of the work. The chairperson is the primary culture builder, responsible for establishing a culture characterized by openness and constructive disagreement. This involves ensuring everyone is heard, that the flow of information is good, and that any conflicts are handled professionally. It must be safe to ask critical questions.

A good culture is the prerequisite for good decisions.

“Success is not measured in the number of meetings, but in the quality of the decisions made.”

Understand the framework for all board work. Read our comprehensive guide to board work in Norway.