Leading the board of a public academic institution or system of institutions is a daunting responsibility. The vicissitudes associated with open-meeting laws; the incessant quest by the news media for "scoops"; misunderstandings that can pervade appointed or elected trustees concerning their responsibilities and conduct; the advertent and inadvertent misuse of trusteeship by some board members; the prolific growth in special-interest groups that make a claim on the university and its policy decisions; the challenges of securing, sustaining, and supporting an effective president or chancellor in difficult times--among other demands--call for extraordinary board chairs. This volunteer job is not for everyone. This paper explores some of the extraordinary responsibilities of the board chair of a public college, university, or system. (Contains 6 resources.)