Case Study: Chairperson Training
Built on Better Governance: How CGF Training Strengthened the Tile Association of New Zealand
Brendon Manson knows about the tiling trade and has a passion for the craft, the standards, and what it takes to do the job properly. That passion is exactly what drove him to help establish the Tile Association of New Zealand (TANZ) in 2017, an industry body for tilers who care about quality and want to lift the reputation of their trade.
Building an association from the ground up is no small thing. TANZ started lean, with a small team wearing many hats and a mission bigger than its resources. With TANZ focus on technical credibility and a genuine belief that tilers deserved a stronger collective voice, the governance side of things, board structures, strategic accountability, the relationship between a Chairperson and Chief Executive (CE), was unfamiliar territory and required a “learn as you go” attitude.
So, when the Construction Growth Foundation (CGF) offered Chairperson Training through its partnership with the Institute of Directors, Brendon saw it as an opportunity he couldn't afford to miss.
He wasn't expecting to be surprised.
"Until I did the training, I did not fully understand the responsibility and position of the Chairperson," Brendon says. "The course explained the relationship between the CE and the board members in a way that made everything click."
That moment of clarity is something Brendon describes as enlightening. Not because the information was entirely new, but because seeing it laid out clearly, in the context of his own association, changed the way he thought about his role and the people around him.
Left: Scott Kelly, Cornerstone Tiling Director with Brendon Manson, TANZ Chief Executive
Learning the Architecture of Association Leadership
As CE of TANZ, Brendon sits at the intersection of governance and management every day. He works closely to the TANZ Board’s objectives, supports the Chairperson, and drives the day-to-day operation of the association.
What the training gave him was a sharper picture of how those parts connect.
"The structural requirements of the association, how each party links to the other, and what a pivotal role the Chairperson has in the success of the association's goals, those were the most valuable insights for me," he says.
For a small association like TANZ, where team members often wear multiple hats, that clarity is not just useful, it is essential. The line between governance and management can blur quickly. Understanding where the Chairperson's role ends and the CE's begins creates accountability, reduces confusion and ultimately frees both to do their jobs better.
Going Back for More
What sets Brendon's experience apart is that he attended the training twice.
The first time, he participated as TANZ's Chairperson. The second opportunity came about by chance, when another participant pulled out of a scheduled course, and Brendon happened to be in the region at the time. He stepped in, this time alongside TANZ's incoming Chairperson.
"The learnings from the course were of great value," he says. "I would absolutely recommend it to other board members."
That decision to return speaks volumes. Governance training isn't always seen as something worth revisiting. But Brendon recognised that the value wasn't just in what he learned the first time. It was in being in the room with new people, seeing the content through fresh eyes, and strengthening the working relationship between himself and his incoming Chairperson from day one.
Real Change in How They Work Together
Back at TANZ, the impact has been tangible. Meetings are more structured and objectives are more clearly defined. Minutes are sharper and the board's direction and the CE's accountability are better aligned.
"Communication between the Chairperson and CE has improved, along with accountability for achieving the directives of the board," Brendon explains. "This has resulted in our association having a more collective approach to achieving our goals."
Strategy discussions are now more focused and outcome-driven. Rather than wide-ranging conversations that don't always land anywhere, TANZ's meetings are built around clear objectives and followed through.
Perhaps most tellingly, the association has also shifted in how it views the challenges around it. Rather than seeing industry pressures as obstacles to manage alone, the team now looks outward, viewing them as opportunities for collaboration across the sector.
A Foundation for What's Next
For Brendon, the training hasn't just changed how he works today. It has shaped where he wants to take TANZ in the future.
"We see growth as essential for our association and the individuals that propel our objectives," he says. "Our association is very focused on education and training, providing the knowledge that our members need."
As TANZ grows and more people engage with the association, Brendon says they now have a clear pathway in place to support them. That long-term thinking, building structures that can carry new people and new challenges, is itself a marker of stronger governance.
Where to get Governance Training
The Construction Growth Foundation (CGF), in partnership with the Institute of Directors, delivers targeted governance training designed specifically for building and construction industry associations who are members of CGF.
For CGF members contact info@cgf.org.nz to learn when our next course is running, or for non-members please click here.