I agree this is healthcare and perfection is our improbable goal. Did not realise this came from RCGP but principles remain the same. The duality of chair and executive officer remains the key balance and tension behind the board.
Colin
On 4 Jun 2013, at 22:18, Julian Bradley <[log in to unmask]> wrote:
> For chairs of businesses, CCGs... but this originated from RCGP - that seems a bit different.
>
> Could be that chairing anything is like any other human activity, maybe possible some of the time to do adequately but impossible to do perfectly?
>
> J
>
>
> At 19:06 04/06/2013, you wrote:
>
>> The chair needs to understand the competing agendas that dictate the agenda and have a clear understanding of direction and priorities that are actually relevant.
>>
>> Much of this requires being very well informed and having a strong and close working relationship with their chief executive. This requires a lot of time and the ability to manage it really well, personally and professionally.
>>
>> The chair needs to ensure that what is on the table is what they think should be dealt with! Really tricky but perfectly possible.
>>
>> Colin Browne
|