In addition, it is desirable for the chairman to have:
· Knowledge and understanding of the organisation, what it does, and the environment in which it operates. (Note that too much knowledge may be a problem as well, closing a chairman’s mind to the need for change and the possible direction and dimensions of that change).
· An understanding of the principles of prudent financial management (a certain level of financial ‘literacy’ is essential to enable the chairman to lead the board in fulfilling some of its key responsibilities);
· An understanding of strategic thinking concepts and processes appropriate to the board’s role and an ability to lead the board through these;
· An understanding of modern thinking on organisational leadership and management;
· An understanding of how a successful organisation works and is managed;
· Experience working with groups and motivating and aligning disparate individuals predisposed towards micro-political behaviour;
· A knowledge of different personality and group role types and the different learning and thinking styles found within a group situation;
· Experience in facilitating agreements or in resolving issues, differences and personal conflicts between directors and between directors and the chief executive and management.
· An appreciation of, and experience in operating in the external/political environment in which the organisation and board must function;
· Experience working with and positively influencing the media.
· Experience in managing an organisation in pursuit of continuing performance improvement;
· Experience in leading and directing organisational change;