Mary StuartVice Chancellor University of

Lincoln and Professor of Higher Education Studies

Vice Chancellor and Chair Relationship –

taking the University forward.

• Connection between ‘relationship’ and ‘developing the University’

• What might this connection be?

• ‘Nothing reinforces a professional relationship more than enjoying success with someone’Harold Ramis

• For the governing body to be effective, there must be a constructive and challenging working relationship between the Chair and the Executive Head of the institution.

• This relationship will depend on the personalities involved, but reports by the National Audit Office have emphasised the need for both sides to recognise that the roles of Chair and Executive Head are formally distinct.

• The relationship should be mutually supportive, but must also incorporate the checks and balances imposed by the different roles each has within an institution’s constitution (CUC guidelines for governing bodies, 2009).

Cycle of RelationshipVice Chancellor appointed by Board of Governors - lead by Chair

Chair appointed by Board of Governors (with comments by Vice Chancellor)

On-going relationship evaluated

Working relationship and objectives developed

Chair Appointment – Role of relationship

• Take account of personalities?• Establish expectations and nature of

relationship (CUC guidelines – clarity)• Up-front discussion about governance vs

executive responsibilities (clarity about Board!) (CUC guidelines – separation of responsibilities)

• Clarity of contact• Clarity over sharing of information

Development of working relationship

• Understanding of ‘soft’ elements – humour, hidden sub-text, trust, all those EI things!

• Understanding of ‘hard’ elements – what the University is trying to achieve, where the VC sees the University, real negotiation about direction, strategy and so on in more informal (private) space (CUC checks and balances)

On-going relationship evaluated• Importance of NOT taking things for granted as relationship

becomes more comfortable• Other governors’ perceptions (through review) of

relationship• Frank, honest discussions• How successful is the institution being..... • ‘Nothing reinforces a professional relationship more than

enjoying success with someone’.

• Agreement on what success is at start, prioritising actions and objectives to get there, regular checking on success – serendipity and ‘catching a wave’...

• Keep the excitement in the roles

Appointment of new VC

• Many Chairs are involved in moving from one VC to another

• Crucial to explore with BoG (and Exec!) what is being looked for – but confident enough to make their own decisions based on knowledge of institution and HE

• Crucial to explore these matters with candidates in 1-1s

• Selection based on what institution needs not relationship but need to ensure relationship works

Cycle goes round again

• Clarity of agenda from day one...• Why did you appoint me?• To do what?