A common truth exists across the nonprofit sector, bridging organizations of all sizes, shapes, and subsectors. It shines like a beacon from a lighthouse, indicating smooth waters or troubled seas ahead. That common truth is that the most critical relationship in a nonprofit organization is the one that exists between the board chair and the CEO.
Board chairs and CEOs may come from different backgrounds and almost assuredly reflect different life experiences, but together, in their hands, they hold the promise of what an organization can become and the impact it can have on the lives of those served. Countless resources exist that delineate the roles and responsibilities of a board chair and CEO, but far fewer offer practical guidance for nurturing a productive relationship. Here are a few reflections on tending to this most critical relationship:
Begin by building trust
Courtesy of Gregory Nielson
Gregory Nielsen is president and CEO of Nielsen Training & Consulting.
Trust between the board chair and CEO is the cornerstone upon which all else rests. When the chair provides guidance or constructive feedback, the CEO must trust that it is coming from a place of good intentions. When the CEO provides information or insights, the chair must trust it reflects thoughtfulness, reflection, and wisdom.
The most successful leadership relationships often involve a culture of safety in being vulnerable with one another — an ability to say “I don’t know” or “I made a mistake” without fear of judgment. Breakdowns in trust not only damage this relationship, but the ripple effects almost invariably extend to the full board and staff. Board chairs and CEOs who invest in building trust with one another create a culture that permeates the organization.
Practices that build trust include weekly “check-in” meetings, a commitment to “no surprises,” and frequent discussion of “what I need/don’t need” in particular situations.
Tend to the transition
By far, one of the most overlooked aspects of building a strong board chair — CEO relationship is the transition period. Transitions are hard! As a former nonprofit CEO, I vividly recall that there is a period of uneasiness any time the board chair transitions from one individual to the next. Work and communication styles may differ and without thoughtful preparation and intentional discussions, faulty assumptions can ground a relationship before it ever has an opportunity to blossom. It may be useful to think of the board chair transition in much the same way we approach the hiring of a new staff member. As with any new addition, a thoughtful orientation can be an important step toward a positive working relationship. During this orientation, pay particular attention to how your diversity of thought, style and experience may benefit the organization. Take care also to be aware of similarities or differences that if not managed appropriately may lead to conflict or misunderstandings.
During the transition period, take time for honest conversations about communication style, expectations, support needed, and methods of accountability.
Embrace your role
When working with a nonprofit for the first time, one of the first questions I will pose to a CEO and board chair involves a request to tell me the story of how and why they came to their current role. The board chair needs to know that the CEO embraces leading the organization. Likewise, the CEO needs to know that the chair wants to be his or her partner. Nothing is more de-motivating than the sense that your critical partner is not fully bought into their role. Understanding what connects your partner on a personal and professional level to the mission of the organization is a valuable component of successfully leading together. It is like being in a rowboat together where two people must row in sync in order to propel the boat forward. If one person loses interest or quits rowing, the boat goes into a tailspin.
Embrace your role by leading with energy and enthusiasm, setting realistic expectations, and being accountable for yourself and those you lead.
Leading a nonprofit can be a fulfilling and exhilarating challenge, but it can also be a lonely road. Cultivating a healthy relationship between the board chair and CEO grounded in mutual trust, expectations and accountability enables leaders to reflect their best self and organizations to thrive.
Gregory Nielsen, President and CEO of Nielsen Training & Consulting, is an experienced nonprofit CEO and consultant committed to helping leaders and organizations excel. Gregory has earned the prestigious BoardSource Certificate in Nonprofit Board Consulting. He is also a frequent speaker on nonprofit leadership and governance and hosts the podcast “Nonprofit Vision.”
