Stepping into My Power: There’s no Power in the Chair, only Influence.

When I was elected Chair of the REC Board, I remember how many people said some version of the same thing: “Oh, brilliant! Now you’ll really be able to take charge and run things.”

I understood why they thought that. The title suggested authority, the position carried responsibility, and from the outside, it probably looked as though I was stepping into a role where I could make things happen simply because I was now the Chair.

Having served on the Board as a non-executive director, I knew it wasn’t quite that straightforward. But knowing the Board from the inside and understanding what it really meant to chair it were two very different things.

One of my earliest realisations was that there is very little power in the Chair itself. The real power lies in influence.

That insight stayed with me throughout my three years in the role, and it fundamentally shaped how I approached the job.

The distinction between operating the business and influencing those who operate it is one of the most important lines a Chair has to understand. Cross it too often, and you risk stepping into the executive team's territory. Stay too far back, and you risk becoming little more than a name at the top of the agenda.

Finding that balance takes judgement, patience and, above all, relationships.

Go slow to go fast

I have always believed that, in leadership, it is better to go slow to go fast. Before you can influence outcomes, you need to understand what is really happening inside the organisation. Not just what appears in the board papers or what is presented around the boardroom table, but the reality beneath the surface: the operational pressures, the market challenges, the difficult decisions and the things that are not always easy to say out loud.

That means listening. Asking questions. Being curious enough to challenge your own assumptions. And taking the time to understand the business through the people who know it best.

But there is one relationship that matters more than any other in making this work: the relationship between the Chair and the CEO.

You will often hear the Chair described as the CEO's critical friend. It is a phrase I have come to appreciate, although I think the reality is more nuanced than those two words suggest. You need to be someone the CEO can trust, someone who will offer honest challenge when it is needed, and someone who understands when to support, when to question and when simply to listen.

You need enough closeness to have the difficult conversations, but enough independence to retain your perspective. It is a relationship built on trust, candour and a shared commitment to the organisation, without losing sight of the distinct responsibilities each of you holds.

Cross the boundry line at your peril!

And that brings us to one of the most important boundaries in board leadership: the line between the non-executive and executive roles. Where does it begin? Where does it end? When should the Chair step in, and when should they step back?

These are not just questions of governance. They shape the behaviours, the culture and the effectiveness of the entire Board. Get the relationship between Chair and CEO right, and you create the conditions for better challenge, better decisions and meaningful progress. Get it wrong, and even the most talented people around the table can struggle to move the organisation forward.

I sometimes think of the Chair and CEO as the pilot and co-pilot of an aircraft. Both have distinct responsibilities, both need to understand the conditions around them, and both need to be aligned on the destination and the direction of travel. One cannot simply take over the other's role, but neither can afford to operate without trust, communication and a shared understanding of what lies ahead.

The Board, the executive team and the wider organisation are all part of that journey. Their ability to move forward depends, in no small part, on the relationship in the cockpit.

Because ultimately, the role of the Chair is not to fly the plane for the CEO. It is to help ensure that the right people are making the right decisions, that the risks are understood, that the destination remains clear and that everyone is working towards it together.

That is what stepping into the power of the Chair really means. Not taking control, but learning how to influence. Not having all the answers, but creating the conditions in which better answers can emerge. And not simply keeping the organisation on course, but helping it move forward.

Because the title may give you the seat, but it is what you learn to do with it that makes the difference.

Over this series, I want to explore some of the things I learned during my three years as Chair of the REC Board: the relationships, the boundaries, the moments that tested me, and the lessons that only become clear when you are sitting in the chair yourself.

First up…The Board you have versus the Board you need.

Would love to hear your thoughts and experience want to continue the discussion, reach out on michellemellor.com