1. Imagine you are now the Chair of the Board at [SPORTS ORG]. We are facing a situation where we need to redefine our strategic direction and ensure that our organisation is adequately resourced with the right expertise. Simultaneously, we also need to make sure our Board remains open to innovation and that our messaging to members and key stakeholders about current and future plans is clear and compelling.

Walk us through how you would approach this scenario. What would be your initial steps in guiding the Board's strategic direction? How would you identify and engage the necessary expertise within the organisation, and how would you encourage the Board to constantly seek innovative ways of doing things?

2. Imagine you've just been appointed as the Chair of the Board at [SPORTS ORG], the recognised National Governing Body for THIS SPORT IN THIS COUNTRY and a membership organisation. In your first meeting, you've noticed a lack of cohesion among board members and a lack of clarity regarding the organisation's strategic direction.

Based on your understanding of the key leadership qualities required for a Chair, how would you take steps to improve the culture and operational effectiveness of the Board? Please provide a specific step-by-step plan.

3. Imagine you've been recently appointed as the Chair of the Board at [SPORTS ORG]. The organisation has recently been through some governance issues that have affected its reputation and financial stability. The Board members, while dedicated and passionate, require direction around their individual and collective roles, responsibilities, and accountabilities.

How would you go about re-establishing the organisation's reputation and steering it towards success?

4. Imagine you are the Chair of the Board at [SPORTS ORG]. The Board has just received a detailed report on the latest quarter's operational delivery, including objectives and key results. The report shows excellent achievement against KPI's which suggests that the existing strategy could be revised with initiatives coming on stream earlier than originally planned. The Board members are keen to get behind this and support an accelerated programme.

As the Chair, how would you guide the Board in sanity checking and reviewing these objectives and KPI's. What steps would you take to balance the desire for positive strategic adjustment with potential risks whilst maintaining enthusiasm, creativity and innovation? Please provide a detailed walkthrough of your proposed approach and explain the anticipated outcomes.

5. Imagine you are the newly appointed Chair of [SPORTS ORG] and you’re at a community event with protagonists in the SPORT community. During the Q&A session, you face challenging questions about your understanding of the SPORT community, its culture and your knowledge of the SPORT.

Given your background, experience, and skills, how would you address these questions to demonstrate your competence and commitment to the SPORTING community?

Thank you very much in advance.

(http://www.autoadmit.com/thread.php?thread_id=5531067&forum_id=2#47680181)

Small chance I'll be working with Olympics in July. bwahahahaha what a silly world.

(http://www.autoadmit.com/thread.php?thread_id=5531067&forum_id=2#47719036)