Key principles for an effective chair/CEO relationship

A sound CEO and chair relationship is essential for the smooth running of a third sector organisation. Below is some advice on how to maintain a good working relationship.

Both chair and CEO should:

• Actively seek to develop a relationship based on mutual respect and trust by meeting and communicating on a regular basis.
• Develop an understanding of each other’s personality, motivation, and communication preferences.
• Pay attention to each other’s induction and development, recognising the importance of effective leadership from both people.
• Clarify and formalise roles and responsibilities so that each complements the other, leaving no major gaps.
• Maintain a solid and united front on issues of fundamental importance and urgency.
• Address disagreements early in a constructive manner, focusing on how best to achieve the organisation’s mission.
• Work to establish a strong relationship between board members and executive staff.
• Aim to optimise the relationship’s positive impact on the organisation, rather than developing a friendship between two individuals.
• Agree on a process for disseminating and discussing urgent information.
• Learn from the resolution of any disputes or conflicts.
  

They should avoid:

• Taking personally any disagreements over organisational strategy or priorities.
• Keeping important information secret – there should be “no surprises”.
• Closing down or neglecting direct communication channels, allowing the relationship to deteriorate.
• Encouraging other board members to take sides in any disagreement.
• Becoming excessively close as a team, limiting the board’s ability to scrutinise and challenge executive performance.
  

The chair should:

• Ensure clarity over the extent and nature of delegated authority, to avoid ambiguities and misunderstandings.
• Avoid bypassing the CEO by giving executive instructions directly to staff, other than when exceptional circumstances make this necessary.
• Take a leadership role in line managing the CEO on behalf of the board.
• Develop self-awareness and work to strengthen his or her communication skills.
• Make sure that the CEO has “air time” at every board meeting.
  

The CEO should:

• Offer advice, support and assistance to the chair in fulfilling his or her task.
• Always provide the chair with high quality, timely and relevant information on issues of strategic importance.
• Devote time and energy to cultivating an effective relationship with the board members, and especially the chair.
• Demonstrate clear ownership of decisions made by the board, and act as a champion of the board’s role to staff.
  

Taken from the publication Your Chair and Board – A survival guide and toolkit for CEOs. For further information or to purchase this publication, please visit the ACEVO website.
 

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