Stepping into the chair of a board—or simply adopting a chairman’s mindset—requires shifting from day-to-day execution to high-level stewardship. Here’s Dr. Smith Ezenagu’s straightforward playbook for thinking like a chairman, distilled into five essential practices:
1. Embrace a 10,000-Foot Perspective
- See the Ecosystem, Not Just Your Business
A chairman understands how external forces—regulatory shifts, market trends, and partner ecosystems—intersect with the company’s strategy. Schedule regular “horizon scans” on policy updates (e.g., LASRERA changes) and industry reports (through AFRIT) to anticipate risks and opportunities. - Balance Short-Term Wins with Long-Term Vision
While CEOs chase quarterly targets, the chairman holds the compass. Use a simple two-column framework: column one lists immediate KPIs; column two maps five-year bets (new markets, emerging tech, legacy projects).
2. Cultivate Rigorous, Open Debate
- Champion Diverse Perspectives
Invite contrarian voices—legal, compliance, junior executives—to board discussions. Dr. Smith once credits a candid debate on affordable-housing policy for triggering AFRIT’s most impactful white paper. - Set Clear Decision Protocols
Define when consensus is needed versus when a vote suffices. Document decisions in a one-page “Board Resolution Brief” that outlines context, options, and assigned follow-up steps.
3. Hold Leadership Accountable with Clarity
- Establish “North Star” Metrics
Translate vision into two or three guiding metrics (e.g., portfolio growth rate, compliance score, community impact index). Review these monthly with the executive team to ensure alignment. - Conduct Quarterly “Health Checks”
Beyond financials, assess culture (employee morale surveys), risk posture (audit findings), and innovation pipeline (R&D milestones). These holistic reviews prevent blind spots.
4. Serve as Mentor, Not Micromanager
- Empower Your CEO and Team
A chairman’s role is to advise, not dictate. Dr. Smith holds monthly “CEO Sounding Boards” where he asks probing questions—“What’s the toughest negotiation you’ve had this month?”—then steps back to let the team problem-solve. - Invest in Leadership Development
Sponsor high-potential executives to attend Esso Academy modules and Paul Foh workshops. This strengthens bench depth without over-extending your bandwidth.
5. Model Integrity and Stewardship
- Lead by Example
Demonstrate transparent governance: publish an annual “Chairman’s Letter” summarizing wins, lessons learned, and ethical commitments. - Anchor Decisions in Purpose
Whenever debating a new initiative, ask, “How does this advance our mission of principled innovation and community upliftment?” If it doesn’t, table it until it aligns.
Putting It into Practice
- Weekly Habits: Block one two-hour slot for horizon scanning and board prep.
- Monthly Rhythm: Host a “North Star Review” with your leadership team.
- Quarterly Cadence: Convene a full board session with external experts for fresh insight.
- Annual Ritual: Publish your Chairman’s Letter and host a public Q&A webinar.
Conclusion
Thinking like a chairman isn’t about swapping one title for another; it’s about elevating your focus from managing today’s tasks to stewarding tomorrow’s legacy. By maintaining a high-altitude view of your ecosystem, fostering healthy debate, holding teams to clear metrics, mentoring rather than micromanaging, and always anchoring decisions in your core purpose, you’ll not only guide your organization through shifting markets but also inspire lasting trust and growth. Adopt these practices consistently, and you’ll embody the strategic vision, ethical rigor, and servant leadership that define a truly effective chairman.
