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.