What makes a good chairman?

A good chairman needs to have....

A love of the club
Not in it for the money or the publicity but has a genuine love of the club. Jack Walker (Blackburn) and sir Jack Hayward (Woverhampton Wanderers) are shining examples of this. Gillett and Hicks at Liverpool may not have the history, however they are acutely aware of the history and tradition at Anfield and have committed to respect and nurture it.

A vision
Have a clear and consistent plan on what the goal is and how that goal can be achieved. Dave Whelan (Wigan Athletic) was greeted with ridiculed when, in 1995, he stated that Wigan would be in the premiership within 10 years.

An ability to build a winning team
Both on and off the pitch. However, it has to start with the manager. Get your man and back him. Steve Gibson is a great example ( a possible criticism is that he is too loyal!). This provides stability and an opportunity to build rather than fire-fight.

Financial Acumen
It does help to be mega-rich, however it is just as important to be financially savvy. John Madejski (Reading) has shown that spending £100m is not the only route to the premiership. Reading have tapped into the large catchment area of the Thames Valley, share their ground with London Irish rugby team and have been astute in the transfer market.
Steve Wharton (Scunthorpe United) and Peter Heard (Colchester United) have both been successful without spending millions.

A relationship with the fans and wider community
Unite the fans, ensuring the fans feel valued using open and honest communication. Encourage a sense of belonging in the community. Paul Stapleton (Plymouth Argyle) Has created a board of Argyle supporters, including shares and voting rights.

I think you would agree that Niall Quinn epitomises all of the above and so gets my vote of Chairman of the Year 2007!

(compiled by jonathon)

A Chairman's roles and responsibilities

The Chairman and the Chief Executive collectively are responsible for the leadership of the Company (football club's).

The Chairman’s primary responsibility is for leading the Board and
ensuring its effectiveness whilst the Chief Executive is responsible for running the Company’s (football club's) business.

The role of the Chairman includes:
- setting the Board agenda, ensuring that Directors receive accurate, timely and clear information to enable them to take sound decisions, ensuring that sufficient time is allowed for complex or contentious issues, and encouraging active engagement by all members of the Board;

- taking the lead in providing a comprehensive, formal and tailored induction programme for new Directors, and in addressing the development needs of individual Directors to ensure that they have the skills and knowledge to fulfil their role on the Board and on Board Committees;

- evaluating annually the performance of each Board member in his/her role as a Director, and ensuring that the performance of the Board as a whole and its Committees is evaluated annually. Holding meetings with the non-executive Directors without the executives being present;

- ensuring effective communication with shareholders and in particular that the Company maintains contact with its principal shareholders on matters relating to strategy, governance and Directors’ remuneration. Ensuring that the views of shareholders are communicated to the Board as a whole;

- as Chairman of the Company, initiating change and planning
succession in Board appointments (other than in relation to the appointment of a successor as Chairman) in accordance with procedures agreed from time to time by the Board;

- together with the Chief Executive, providing input to the Football Club in
relation to both its recommendations to the Board on the policy for the remuneration of the Executive Directors and its approval of the detailed terms of service of the Executive Directors and the Company Secretary;

- together with the Chief Executive, advising the Board in its determination of the fees of the Non-Executive Directors (other than the Chairman);

- being available to the Chief Executive to advise on matters relating to strategy and operations;