In this article, we’ll delve into the intricate partnership between a Board Chair and Chief Executive within an organisation. This relationship, if well-managed, can yield significant benefits for the organisation’s success. However, it’s important to recognise the complexity it entails, demanding a blend of trust and diplomatic discernment.
It is an extremely important relationship. And if it works well, the collaboration between these two people can reap tremendous benefit for the ministry. However, it is a very complex relationship, and it requires a large dose of trust and discerning diplomacy.
We’ve listed some important operating principles found in solid chair/chief executive relationships. And I won’t repeat them here, but I do want to emphasise the relational triangle between the chair, the board, and the chief executive.
Unless the chair is what we call an executive chair, that is someone who has line authority within management, the chief executive does not report to the chair, but to the board as a whole. When the chair speaks to the executive, he or she is speaking on behalf of the board. What the chair shares with the chief executive in both topic and tone must be the topic and tone the board would approve.
And the same should be said for sharing with the board what the chief executive has told the chair. The board needs to hear the message as it was delivered. Now I’m not saying that the chair should repeat everything about every communication between he or she and the chief executive.
There are many situations in which the reputation, policies, or ethics of the organisation are not at risk. For example, circumstances in which the executive is seeking personal or professional counsel. Even instances in which the executive is wrestling over strategic issues but hasn’t concluded what he or she will recommend to the larger board at the end of the week. Chief executives need a confidential sounding-board. And we need to trust the discernment, the wisdom, and the common sense, the good motives on the part of the chair. The board needs to be able to trust him or her to recognise those times in which confidentiality is needed and acceptable.
I’m reminded of those times as a parent when one of my children would say, “I need your opinion on this, but promise me you won’t tell mom.” Well, there were times when I had to push back and explain that my love for and relationship with your mom didn’t allow me not to tell her, so don’t tell me either.
But there were other situations in which my wife and I both gave each other permission to keep the secret. We trusted one another and we didn’t want to cut our kids off from wise counsel. “Wise counsel.” That meant that they were talking to my wife.
When it comes to the Chair/Chief Executive partnership the roles in combination can be a bit nuanced. For example:
- The chair manages the board. The chief executive manages the organisation.
- They do not compete because each has a role that is different, and one cannot succeed without the other.
- The chief executive is often a member of the board, ex officio (by virtue of position).
- The board should select its own chair, but the chief executive should be consulted to ensure he or she believes they could work well together.
- The chair does not set policy but is often the best source for interpreting board policy when the chief executive needs guidance.
- The chief executive and chair partner on such things as board agendas, committee assignments, ways to recognise board service, and improving meetings.
- Often the chair leads the annual evaluation of the chief executive, so good, transparent communications throughout the year help them both do their jobs well.
- The chair, NOT the chief executive, often has to be the disciplinarian when board members behave poorly.
- The chair and the chief executive are the most critical to each other in having successful tenures.
- They are respected colleagues but usually not best friends.
- The chair ensures the board evaluates its performance annually.
- The Board Development Committee should evaluate the chair’s performance before reelection, and the chief executive’s views should be included.
Looking at these last 12 items, …
A. Do you disagree with any items in the above list?
B. Are there any items missing from the list above that you think should be added?