The role of a Works Council Chair is complex
You don’t hold a formal leadership position within the council. Everyone is elected, and everyone is equal. And yet, the council often looks to you for direction, structure, and guidance.
While you’re not a manager in the traditional sense, much depends on how you shape your role: the dynamics within the council, the relationship with management, and ultimately, the Works Council’s influence on decision-making.
Some Works Councils meet.
Others move the organization.
The difference? Leadership — specifically, the leadership of the chair.
From my experience, a strong Works Council Chair operates in three worlds at once:
- The internal leader – providing direction and structure within the council.
- The strategic partner – representing the council’s voice in both formal and informal decision-making processes.
- The connector – maintaining engagement between the council, employees, and other stakeholders.
Together, these three roles form the foundation of strong Works Council leadership.
Strong leadership starts with self-awareness
It’s not just about meeting skills or procedures. It starts with insight, knowing your reflexes under pressure, your strengths, and how to balance content, relationships, and process.
From there, you can grow intentionally in each of the three roles. The good news? These are all learnable skills. With focus, reflection, and training, your ability to guide, influence, and connect will strengthen over time.
1. The internal leader – Giving direction to the Works Council
I often meet councils full of ambition, but their ideas stall before becoming reality.
The causes are familiar: too little structure, too few follow-ups, or a lack of shared ownership within the team.
But I’ve also seen it work differently.
A council can only have real influence when it functions effectively from within. As chair, you are the driving force behind that internal dynamic; you guard direction, decisions, atmosphere, and energy.
Many chairs focus on running smooth meetings. True leadership goes further.
It means setting priorities, ensuring every voice is heard, turning discussion into clear decisions, and following through on what’s been agreed.
That’s how intentions become visible action, in policy, behavior, and results.
How to grow in this role:
- Review your agenda: are you discussing the process or the purpose?
- Create an annual plan with clear priorities and impact areas.
- End each meeting with concrete actions and follow-up agreements.
- Regularly evaluate teamwork and collaboration.
- Pay attention to engagement. Does every member contribute and feel heard?
Through structure, focus, and connection, a council evolves from simply meeting to truly moving the organization forward.
How to grow in this role:
- Understand your organization’s strategic direction. What’s really driving change?
- Balance organizational and employee perspectives.
- Bereid gesprekken met de bestuurder zorgvuldig voor: wat is het juiste moment, de juiste toon en het juiste doel?
- Prepare carefully for conversations with management. What’s the right tone, timing, and goal?
- Reflect on your own presence. What do you convey through your language, posture, and timing?
- Maintain independence: invest in relationships, but stay clear about your mandate and position.
2. The strategic partner – Exercising influence with authority
Chairs who lead with authority understand how their organization works. They know the business, see both short- and long-term goals, and balance organizational and employee interests.
They build strong relationships with management without losing independence. They know when to align and when to take a firm stance.
A key factor here is credibility: are you consistent and predictable in your role?
Chairs who are earnestly reliable earn respect, and with that comes greater influence.
That influence isn’t only built in formal meetings. It’s often shaped in informal moments. In how you communicate, time your input, and build trust. It’s in that balance between the formal and informal that the chair truly makes an impact.
3. The connector – Anchoring the Works Council in the organization
A council with strong support has strong influence, but support doesn’t happen automatically. It requires visibility, open communication, and genuine listening.
A strong chair ensures that the Works Council is well-rooted in the organization. That employees, management, and stakeholders understand its role and trust its integrity.
And equally, that the chair knows what matters to employees when engaging with management.
Connection means keeping your council visible externally and sensitive internally. Especially during change, that’s essential.
How to grow in this role:
- Develop a clear communication strategy together with your council.
- Lead by example in maintaining contact and transparency.
- Build relationships with HR, management, and supervisory boards.
- Use organizational feedback to influence policy early.
- Communicate not just what the council does, but why it matters.
- Create moments of open dialogue, even when topics are tense.
Strong Works Council leadership doesn’t happen by chance
It takes direction, authority, and connection and above all, the willingness to grow.
As chair, you have the unique opportunity to turn your council into a team that truly influences how your organization moves forward.
Grow in your role as Works Council Chair
At CouncilWorks, we offer a dedicated coaching program for Works Council Chairs.
Together, we explore your strengths and growth areas across the three leadership dimensions — internal leader, strategic partner, and connector — and build a personalized development plan that fits your style and your council’s needs.
Whether you want to strengthen your leadership, expand your influence, or deepen connection, we help you grow with focus and confidence.