Opinion: MSU should change how it chooses its board chair
The role is too consequential to be determined by seniority – especially at a moment when MSU needs effective governance
Editor’s note: Spartans Illustrated is a sports publication, but Michigan State athletics does not operate separately from the university’s leadership and governance. The Board of Trustees plays a direct role in decisions involving the athletic director, major facilities projects, institutional priorities, finances, and the stability of the administration overseeing MSU Athletics. At a moment when those relationships may shape the future of the department, examining how the board is led is both relevant and necessary to understanding Michigan State sports.
In light of the public turmoil surrounding Michigan State University’s Board of Trustees in recent months – followed by the sudden and unexpected announcement that President Kevin Guskiewicz will remain at MSU – it is worth examining the role of the board chair and, particularly, the crucial relationship between the chair and the university president.
That examination should lead MSU to reconsider how its board chair is selected.
Brianna T. Scott was appointed chair of the MSU Board of Trustees in December 2025. Under Article IV of the board’s bylaws, the positions of chair and vice chair are based on seniority and rotate among the trustees accordingly.
Scott’s immediate predecessor, Kelly Tebay, became chair on Jan. 1, 2025, through the same process. Dan Kelly served as chair in 2024 after Rema Vassar resigned from the position on March 3, 2024, amid significant tensions within the board.
MSU’s reliance on seniority to fill such an important leadership position deserves scrutiny – and ultimately should be changed.
Many governing boards elect their officers annually, allowing the full board to determine which member possesses the experience, judgment, temperament, and leadership abilities best suited for the position. The rationale is straightforward: The trustees collectively should be in the best position to decide which of their peers is prepared to lead them.
In every board-governed organization, the chair occupies a critical role.
What a Board Chair Does
The board chair is often described as “first among equals.” The chair’s primary responsibility is not to direct the organization or command other trustees. It is to lead the governance process.
The importance of the position becomes clearer when considering what would happen without it. Who would call meetings to order, organize the agenda, facilitate debate, enforce the board’s rules, and ensure that the board completes its work in an orderly and effective manner?
An effective chair provides leadership at the highest level. The chair is a leader among leaders.
Beyond setting agendas and presiding over meetings, the chair establishes the tone of the boardroom and creates an environment in which each trustee can contribute meaningfully. An effective chair recognizes trustees respectfully, manages discussion fairly, and draws out the distinct perspectives each member brings to the table.
No individual trustee should monopolize the board’s time or dominate its deliberations. A board’s value comes from its members bringing different experiences and viewpoints into the room, debating issues honestly, and ultimately speaking with one collective voice.
An effective chair also understands the limits of the position.
