What is the most important relationship in a nonprofit agency? In my opinion, it’s the one between the CEO and the Board President. Almost all nonprofit management literature highlights the critical relationship between the CEO and the Board of Directors. Board Source says “exceptional boards govern in constructive partnership with the chief executive, recognizing that the effectiveness of the board and the chief executive are interdependent.”
I agree completely, but it is difficult to a CEO to have a good relationship with a group of volunteers, constantly changing, and with different backgrounds and expectations. What is possible is for that chief executive to do his/her best to make sure that whoever becomes president is well-qualified and properly trained, and that there is an open and supportive relationship with that president.
From my thirty years as CEO and more in consulting, this is a challenge for any CEO. Board presidents usually serve 2-3 year terms. I used to feel like every time that officer changed, I was in a new marriage. It’s real hard work for the CEO to adapt to the style and availability of each new president, many with completely different management styles and expectations. So here are a few tips that I have found helpful.
1. At the outset of a new president’s term, the CEO must establish the communication scenario that matches the president’s needs. Do they want e-mails or phone calls? When is the best time to get their undivided attention (before work, after work, weekends, etc.)?
2. How much information do they want? Do they want lots of detail or just an overview of what’s going on?
3. Do they understand the differing roles of the CEO and the president? Do they agree on separate lines of authority-CEO handles staff issues, president does the same for board matters?
4. How much help do they want in preparing the Board meeting agenda?
5. No surprises! Keep the president fully appraised of any problems, even if that includes issues that should not be shared yet with the board, i.e. problems with staff or clients, early signs of financial concerns, possible public relations issues brewing. The CEO must be able to share the good and bad candidly without feeling vulnerable that this information will be used against them. Obviously they must have a trusting relationship with the president.
6. The CEO must always be aware that the President usually has another job and a family-life, so keep communication clear and simple.
7. When the CEO finds himself in an uncomfortable situation that might compromise his/her role or affect the community, he/she must be able to turn to the president for assistance and guidance. This is where the president, and other board members, can be of real help. The CEO must remember at all times that the ownership of the agency belongs to the Board, and he/she is their agent.
8. Both the CEO and the president must insist on annual reviews. I have heard so many CEO’s say, “If only I knew”.”
9. They both should realize how important a few simple words of public support or praise can go a long way, in either direction. We must always remember that board members are volunteers, and need to feel they are making an impact through their Board work. That is the leadership’s responsibility.
Tags: agency, Board of Directors, nonprofit management, nonprofit organization, nonprofit president