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Institute of Regulation's PodcastAuthor: Institute of Regulation
Welcome to The Regulation Podcast helping you to understand what regulation is all about, what its for and why it matters to you, to businesses, to organisations and to everyone. Listen to this new podcast show from the Institute of Regulation, packed full of insightful interviews with regulation leaders and experts and some energetic discussions on many aspects of regulatory theory and practice. Language: en-gb Genres: Government Contact email: Get it Feed URL: Get it iTunes ID: Get it |
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Episode 37: How to Chair a Regulator
Episode 37
Friday, 27 March, 2026
We’re pleased to look back on International Women’s Day by spotlighting two outstanding women Chairs in our latest podcast episode: Jo Clift and Helen Phillips. In this conversation, Institute Chair Marcial Boo explores what it takes to lead a regulatory body, drawing on Jo’s experience at the General Osteopathic Council and Helen’s leadership of both the General Dental Council and the Chartered Insurance Institute. The podcast guests explain that, for them, good regulation is proportionate, risk‑based, and consistent, but that really effective regulation also involves fostering high professional pride and standards, which can often protect the public more than rules alone, and clear communication with all stakeholders. The chairs of regulators have four key responsibilities:Strategy, so there is a shared understanding of outcomes, not just activities. Scrutiny, so there is oversight of key indicators, but without Boards drowning in detail. Stakeholders, to bring a real focus on the regulated community and those they serve.Culture, with Boards modelling the regulator's values.Both speakers recognise the importance of trust, which is a relational, not procedural, quality. To build trust, Chairs, Boards and executives must invest time in getting to know each other, with clear roles and boundaries. High levels of trust between executives and non-executives leads to more efficient and effective performance overall.In sum, good regulator chairs need a blend of strategic leadership, relationship building and an understanding of public accountability. Regulator chairs need to accept a degree of public exposure too, with political and media scrutiny for difficult decisions, and an ability to have calm, adult-to-adult dialogues with those being regulated, as well as with ministers and members of the public. Keywords: regulatory leadership, chairing a regulator, board governance, strategic leadership, public accountability, executive–non‑executive relationships, board culture, organisational values
