Dave Jochum, IOM, CCE, ACE
Chief Operating Officer, Longview Chamber of Commerce
Published
May 13, 2026
The most influential person in a boardroom is not always the one speaking the most.
Many boards unintentionally reward the loudest voice in the room. The person who speaks first, speaks longest, or speaks most confidently often shapes the direction of the discussion. But effective governance rarely comes from the loudest voice.
Instead, it often comes from the leader who listens carefully, asks the right question, and helps the board think clearly. In many boardrooms, the most powerful leadership tool isn’t authority—it’s quiet influence.
This article is brought to you by Institute for Organization Management, the U.S. Chamber of Commerce’s professional development program for nonprofit executives.
Chambers and associations rely on volunteer leaders who bring passion, expertise, and strong opinions to the table. That diversity of perspective is a strength, but it can also create tension in board discussions. In my experience working with chamber and other non-profit boards, the quality of a board’s decisions often depends less on who speaks the most and more on how well the conversation is guided. When conversations are dominated by a few voices, the board risks missing valuable insights from others around the table.
Leaders who practice quiet influence guide discussions rather than dominate them. This kind of leadership—guiding conversations through listening, thoughtful questions, and steady focus on mission—shows up in simple but powerful behaviors:
Listening before speaking. Strong board leaders absorb the conversation before offering their perspective.
Asking clarifying questions. Questions often move the discussion forward more effectively than long explanations.
Drawing others into the conversation. Inviting quieter board members to contribute strengthens decision-making and ensures a broader range of insight.
Refocusing the group on mission and purpose. Influence is strongest when it gently redirects conversation back to the organization’s priorities.
These actions rarely draw attention to themselves, but they consistently improve the quality of board decisions.
Three Ways CEOs and Executive Directors Can Encourage Quiet Influence
- Design agendas that encourage discussion.
Shorter reports and clearer decision points create space for board members to engage thoughtfully.
- Guide the conversation with questions.
Asking “What risks should we consider?” or “How does this align with our mission?” invites deeper thinking.
- Model the behavior you want to see.
When leaders listen carefully and keep discussions focused on mission and strategy, boards often follow that example.
Effective governance isn’t about controlling the conversation. It’s about helping the board make thoughtful, mission-driven decisions. In many cases, the leaders who shape those decisions most effectively are not the ones speaking the most—but the ones quietly guiding the conversation toward better decisions.
In many boardrooms, influence is measured by who speaks the most—but the leaders who shape the best decisions are often the ones who listen carefully, ask wisely, and quietly guide the conversation forward.
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About the author
Dave Jochum, IOM, CCE, ACE
Dave Jochum, CCE, IOM, ACE, serves as President and Chief Operating Officer of the Longview Chamber of Commerce in Texas.
