Building better board relationships: Focus on earning trust—not power

It may be tempting for many CEOs to wish they had more influence over their boards—perhaps to the extent of choosing who’s on them—or that volunteer leaders would simply get out of their way.

But experts say association success is not a function of the CEO’s sway with the board, and that attempts to exert too much influence are fraught with risk. And a disengaged board can be just as hazardous to the CEO’s job security.

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William Ehart, CEO Update