Board & CEO dynamics
The starting point for exploring the dynamics between the board and the CEO is the determination of what kind of relationship it should be. The BoardSource states that "board chairs and CEOs who acknowledge that they are partners and make a commitment to a relationship of mutual trust can keep the organization moving ahead" (BoardSource, p. 251). In determining these dynamics, a board should ask itself what it wants from its chief executive. For example, should it be a partnership or a boss-subordinate relationship? Should the board "control" the CEO, or should it allow the CEO to control him or herself, but within board-determined "control" boundaries? Some boards need a chief executive who will grab the wheels and rides …show more content…
She underscores that "the CEO and the board chair motivate or enervate the board; propose or impose the agenda; promote a culture of inquiry or one of passivity" (Trower, p. 181). For her, "the CEO and chair together are team builders; they work together to recruit board members who are team players and ensure that a code of conduct is written and adhere to" (Trower, p. 181). Therefore, the board chair and the CEO are partners in leadership. In other words, the CEO-Chair relationship is akin to entering a marriage. Related to the marriage between two people, the CEO and Chair enter into an agreement accepting legal and financial responsibility for the prosperity of constituents beyond themselves: employees, donors, people or the globe. A CEO and Chair must, therefore, appreciate how critical their relationship is to the success of the organization and its purpose. Obviously, nothing can be accomplished in the organization should the CEO and Chair relationship collapse. For example, when a marriage is in trouble, the entire family is affected. In a nonprofit, when the relationship between the board chair and the CEO is unstable, the entire organization is also …show more content…
BoardSource underlines that "knowing your boundaries, as prescribed by your job description, will make you less likely to overstep them" (BoardSource, p. 251). This is achievable, particularly when there is an imbalance of authority between the parties. It is vital that the board and the chief executive understand and respect each other's role and responsibilities, that they understand the difference between governing and managing and support the other in the carrying out of the different elements of their role. For the author, the CEO and the board should clarify their respective roles within the organization and record them in simple and straightforward terms" (BoardSource, p. 274). This is because oral tradition does not work well in nonprofit organizations. To ensure these three building blocks are unbreakable is to have a "no surprise" agreement. The CEO and board should be fully informed of one another's position, priorities and concerns at all times. Be intentional to communicate thoroughly and respectfully, especially when the going gets
The starting point for exploring the dynamics between the board and the CEO is the determination of what kind of relationship it should be. The BoardSource states that "board chairs and CEOs who acknowledge that they are partners and make a commitment to a relationship of mutual trust can keep the organization moving ahead" (BoardSource, p. 251). In determining these dynamics, a board should ask itself what it wants from its chief executive. For example, should it be a partnership or a boss-subordinate relationship? Should the board "control" the CEO, or should it allow the CEO to control him or herself, but within board-determined "control" boundaries? Some boards need a chief executive who will grab the wheels and rides …show more content…
She underscores that "the CEO and the board chair motivate or enervate the board; propose or impose the agenda; promote a culture of inquiry or one of passivity" (Trower, p. 181). For her, "the CEO and chair together are team builders; they work together to recruit board members who are team players and ensure that a code of conduct is written and adhere to" (Trower, p. 181). Therefore, the board chair and the CEO are partners in leadership. In other words, the CEO-Chair relationship is akin to entering a marriage. Related to the marriage between two people, the CEO and Chair enter into an agreement accepting legal and financial responsibility for the prosperity of constituents beyond themselves: employees, donors, people or the globe. A CEO and Chair must, therefore, appreciate how critical their relationship is to the success of the organization and its purpose. Obviously, nothing can be accomplished in the organization should the CEO and Chair relationship collapse. For example, when a marriage is in trouble, the entire family is affected. In a nonprofit, when the relationship between the board chair and the CEO is unstable, the entire organization is also …show more content…
BoardSource underlines that "knowing your boundaries, as prescribed by your job description, will make you less likely to overstep them" (BoardSource, p. 251). This is achievable, particularly when there is an imbalance of authority between the parties. It is vital that the board and the chief executive understand and respect each other's role and responsibilities, that they understand the difference between governing and managing and support the other in the carrying out of the different elements of their role. For the author, the CEO and the board should clarify their respective roles within the organization and record them in simple and straightforward terms" (BoardSource, p. 274). This is because oral tradition does not work well in nonprofit organizations. To ensure these three building blocks are unbreakable is to have a "no surprise" agreement. The CEO and board should be fully informed of one another's position, priorities and concerns at all times. Be intentional to communicate thoroughly and respectfully, especially when the going gets