Serving as the chair of the board is not a role for the indolent and undecided. To do the job right demands at times exceptional and supernatural qualities, endless energy, and undivided attention and commitment. And usually all that without financial recompense. To accept the responsibility to be in charge of a nonprofit board and to serve as an effective leader – not just a figurehead – assumes that the chair possesses the characteristics and conduct that make the job produce results. This paper generously borrows from Steven Covey’s principles of highly effective people and translates those concepts into the habits of effective board chairs.