Picture this: A conductor steps onto the podium, raises their baton, and with a single gesture, an entire orchestra unites in harmony. Each musician, highly skilled in their own right, relies on the conductor to bring cohesion, rhythm and balance to the performance.
This parallel between conducting an orchestra and leading a board is one I’ve often considered. To gain deeper insight, I turned to Maestro Rony Rogoff, a celebrated violinist and conductor, and the protégé of the legendary Sergiu Celibidache, who described Rogoff as “the best Mozart player in existence.” Rogoff has spent his career mastering the art of orchestration, not only in music but also in leadership. When I asked him about the similarities between conducting and chairing a board, he observed:
“The conductor does not begin with sound, but with silence. Before the first note, there is a deep listening — not just to the musicians, but to the space, the moment, the possibility. To conduct is not to command, it is to invite. Leadership, at its best, is not an act of assertion, but of presence and intention — an awakening of something others may not have known was there.”
His insight underscores the essence of leadership in both realms: it’s not about exerting control but about orchestrating diverse talents to create a harmonious and effective outcome.
Now, imagine the boardroom: A group of accomplished individuals — with deep expertise in finance, technology, operations and governance — gathered around the table. Their effectiveness depends not on direction, but orchestration. The chair, like the conductor, doesn't command; they enable. They shape the tempo, encourage collaboration and create an environment where every voice can contribute meaningfully.
Chairing a board is not about exerting control. It is about listening deeply, guiding wisely and knowing when to lean in or step back. It is leadership without ego.
The Chair as Conductor — Not a Soloist
A conductor doesn't play an instrument, yet their presence influences every note. Similarly, a chair isn't there to showcase their individual expertise. They are there for collective success. Great chairs understand when to let a board member take the lead on a topic — and when to bring focus back to the whole.
Reading the score. Every orchestra follows a score. Similarly, every board has a strategy and governance framework. But interpretation matters in both scenarios. Two conductors can perform the same symphony with entirely different outcomes, just as two boards can face the same challenge and arrive at different conclusions.
The chair helps the board navigate this nuance. They ensure the framework provides structure without stifling creativity, and governance supports, rather than constrains, forward movement.
| Cassandra Kelly's Three Signs of a Great Chair They listen more than they speak. The best chairs make others feel heard. They ask thoughtful questions, surface diverse viewpoints and bring the important topics to light. They shape culture as much as strategy. Culture is built in the small moments — how conflict is managed, how voices are invited and how feedback is handled. Great chairs model the tone they want the board to carry. They stay calm under pressure. When the unexpected hits, great chairs don't react; they respond. They stay steady, make space for clear thinking and help the board to navigate through. |
Managing the Dynamics
Balancing strong voices. Some moments in a symphony require a soloist to shine. Others require tight coordination. The same applies to board dynamics. A strong chair ensures expert voices are heard — but not at the expense of quieter, equally important contributions.
Managing personalities and egos is one of the most delicate aspects of the role. It requires emotional intelligence, confidence without dominance and a commitment to collective purpose.
Fostering collaboration. Different directors bring different energy. Some are visionary, others are rigorous. Some challenge while others stabilize. The chair must ensure these differences enrich, rather than fragment, the conversation. They maintain cohesion — not by forcing alignment, but by ensuring mutual respect and shared intent.
Great chairs don't push for premature consensus. Instead, they ensure the board has the space to engage with complexity and difference. Their job is not to create agreement, but to cultivate shared understanding and collective commitment to the path forward.
Guiding the Flow
Setting the right pace. A skilled conductor adjusts the tempo — pushing forward when urgency is needed, slowing down when depth is required. Chairs must do the same. Some decisions demand swift clarity. Others require thoughtful deliberation. The chair's job is to sense the room, read the moment and manage the rhythm.
One of the most overlooked responsibilities of the chair is shaping the agenda with intention. Like selecting the right repertoire, setting the right agenda determines the energy and focus of the discussion. It's not just about time allocation; it's about sequencing, signaling priorities and creating space for what truly matters.
Transitioning with grace. Great chairs know when to let a discussion breathe and when to bring it to resolution. They create space for tension and complexity, while also guiding the conversation toward clarity and consensus. They don't just manage time; they shape the energy and progression of the meeting with intention and care.
Adapting to Change
Composure in crisis. No live performance is ever perfect. Things go wrong. A note is missed. Timing slips. The conductor adapts, recalibrates and keeps the performance on track.
The same is true in the boardroom. Disruptions will come, such as market shocks, regulatory surprises and reputational risks. A great chair brings calmness, clarity and perspective. They help the board navigate complexity. In parallel, they serve as a crucial anchor for the CEO, offering support, perspective and space to think clearly when it matters most. The chair must be a sounding board without crossing into operational decision-making, preserving a healthy boundary between governance and management.
Balancing legacy and innovation. Conductors respect the classics, but they also interpret them for modern audiences. Chairs must strike a similar balance. Honor governance principles, but be open to new ideas, tools and ways of working. The chair is both steward and innovator.
Leadership Beyond the Room
A conductor's role extends beyond the music. They shape the culture of the orchestra, inspire its members and connect with the audience. A chair's role is similarly far-reaching. Their leadership influences shareholder trust, executive alignment, board culture and, ultimately, long-term performance.
Great chairs leave more than minutes behind. They leave legacies.
The Quiet Power of Orchestration
Leadership in the boardroom is not about dominance. It is about harmony, balance and timing. The most effective boards, like the finest orchestras, perform with unity and purpose. And behind that performance is a chair who listens, senses and guides.
A well-led boardroom doesn't just function. It performs and, in doing so, shapes the future.