The New Three Cs for Board Chairs

It was a role with an important-sounding name—chairman of the board—but in some cases, the person in it didn’t quite turn out to be a key player. Those days may be over.

According to a rare survey of people in this role by Korn Ferry, board chairs appear to be doing a lot more than sitting at the front of the table. Indeed, the survey finds that many chairs now must take on several different roles, whether as company strategists, CEO mentors, or overall stabilizing forces in uncertain times. “Chairs are having to step up and play a completely different role,” says Tierney Remick, vice chairman and co-leader of Korn Ferry’s Board and CEO Services practice. “They’re playing chess now, not checkers.”

In its Chair of the Future study of nearly 200 board members, Korn Ferry found that board chairs are more actively shaping company direction—whether it’s the need for adaptability and innovation (singled out by 75% of directors in the study) or the adjustments required for a heightened risk and regulatory environment (cited by 70%). “The board has shifted from being a passive governing body to something dynamic—a beacon that guides,” said the chair of a global industrial company.

But the study also found that certain significant attributes—beyond company strategy and planning—made chairs more successful in their roles. Here are some thoughts in their words:

The Coaching Chair

At a time when the number of first-time CEOs has risen—85% of those appointed in 2024 were first-timers—many chairs believe it’s now crucial to be great coaches to chief executives. “The chair has to guide and lead the board, while also supporting and coaching the CEO. It’s a tough mandate,” noted one global tech chair. 

Other chairs feel that their most important role is to help CEOs find clarity, composure, and courage. Balancing trust with accountability, they create space for chiefs to be vulnerable, while also challenging them when need be. It’s a delicate needle to thread: Push too hard, and a CEO may feel their authority is threatened. Push too little, and the CEO won’t learn how to navigate tension productively. “The chair’s goal isn’t to lead the CEO,” the study noted. “It’s to help the CEO lead at their best.” 

The Curious Chair 

For years, curiosity has been a nice-to-have skill for many leaders. But chairs in the survey say that today, curiosity is a leadership edge—that it can be the difference between staying ahead or falling behind. Curious chairs ask better questions, challenge static thinking, and look into emerging trends. Instead of just reading about what’s going on, they’re asking about how AI, trade wars, and economic uncertainty could affect their business. They’re also asking other, vitally important questions, such as “What if we’re wrong?” and “What haven’t we considered?” Chair curiosity, when it’s productive, can be contagious and inspire other board members to bring in voices that aren’t in the room. 

The Continuous Learning Chair 

Chairs of the future—and of today, too—feel they must be avid self-learners. They can’t come into the role thinking they know all the answers, or that their experience is all that’s required to succeed. “You can’t just parachute in, skim the deck, and toss in an anecdote,” said the chair of a global consumer-products company. “Being smart isn’t enough. You need the bandwidth to absorb, analyze, and ask sharp, relevant questions.” 

From reading trade newsletters and organizational-psychology books to staying abreast of rising trends among stakeholders, employees, and overall culture, chairs must not only learn about what’s going on in the world, but also learn about themselves. “In boards, interpersonal skills are tough—it’s important to learn about yourself and your colleagues,” noted the chair of a global transport company. After all, as Warren Buffett has said, “The most important investment you can make is in yourself.” 

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