5 Essential Board Skills


Being the board leader in a statistical organization means facing and responding to a wide variety of challenges and opportunities every day.

5 the Most Important Skills for Board Leader

An important prerequisite for successful board leadership is the relationship between the leader and his subordinates. Good relationships are built on trust, commonality of goals, and a willingness to work towards achieving them, and the most important function of a good leader is to build such relationships for the good of the organization so that tasks are done correctly, efficiently, and in a timely manner.

A good board leader is responsible and accountable for a number of tasks, including:

  • Timely preparation of a high quality work program;
  • Stimulating innovation and finding ways to improve work;
  • Strengthening the professional potential of employees and production groups;
  • Assisting the National Statistical Organization (NSO) in fulfilling its mission and corporate goals;
  • Upholding and promoting the values and priorities of the statistical organization.

For example, the head of a statistical organization is responsible for preparing an appropriate work program that meets the priority requirements in a particular statistical area. He must be well versed in the program area and have sufficient resources and capabilities to carry out the program of work effectively and efficiently. To be effective, a leader must have the capabilities necessary to manage people and resources and to fulfill.

It is important to understand that the influence of a leader (manager) is based primarily on formal power, the source of which is the official position in the organization held by the leader, access to resources, and information.

An Integral Components of a Good Board Leader

In addition to this, most boardroom representatives strive to live up to the following values, on which their role as independent information providers depends:

  • adherence to principles;
  • professionalism;
  • readiness to provide services;
  • relevance of work results;
  • the trust of providers;
  • public availability of information.

In terms of all of these values, a board leader should be a role model in the workplace, ensuring that they understand the organization’s guiding principles and ethical requirements and behave and treat others accordingly.

Boardroom organizations cannot exist on their own. They need to be managed. All organizations need a leader or a group of leaders, that is, people who carry out the functions of managing the joint activities of people. The leader must formulate the goals of the organization, develop plans for the implementation of these goals, organize and effectively coordinate the joint work of people, motivate the activities of people and monitor the achievement of the goals. No organization can function without leadership and leaders. That is why the problems of leadership and leadership have recently become the central, key topic of management.

The authority of informal boardroom leaders can be based on the professional knowledge they possess, extensive work experience, sociability, attractive appearance, charisma, etc. Personal qualities can be both innate and acquired over the course of life experience. The goals of influence of such leaders may or may not be aligned with organizational goals. These people tend to have a high need for power. Thus, a leader is a person who has the ability to influence individuals or groups of people to achieve certain goals. It is important to understand that a leader, as opposed to a boardroom leader:

  • can have different influences (positive or negative) and pursue different goals (organizational or personal);
  • uses sources of personal, not formal influence – competence, success, personal attractiveness, etc.