Board Chair and Chief Executive Communications- FAQ

What makes exceptional organizations exceptional? One of the key ingredients is a constructive partnership between the board chair and the chief executive. But, just like any relationship, building and maintaining the board chair–chief executive partnership calls for hard work by both parties — and communication is key. Communication is how we exchange information and ideas — two things every board chair and every chief executive need to do their jobs. Knowing when, what, how much and how often to communicate can make a big difference in enabling a strong board chair–chief executive partnership. This resource featuring frequently asked questions is designed to help.

How often should the board chair and chief executive communicate?

Frequent communication is important. A regular weekly or bi-weekly meeting ensures both leaders stay informed and up to date on any ongoing issues or projects. Identifying a set time for the recurring meeting enables both the chair and the CEO to prepare in advance and removes much of the administrative burden of trying to find free time on each individual’s calendar.

Should there be an agenda for the meetings? What should be discussed?

Even for one-on-one meetings, an agenda can help both individuals prepare in advance and cover all pertinent topics. The chief executive should take the lead in creating the agenda and should include input from the board chair. As with board meeting materials, the agenda should be sent in advance of the meeting to ensure that both sides have adequate time to prepare.

Meetings can cover any issues that either the board chair or chief executive would like to discuss — updates, ideas, concerns, or suggestions. The chief executive should not be afraid to discuss potential issues facing the organization.
Some CEOs find it useful to share “the things that keep them awake at night.” This type of information can help the board chair understand what the chief executive is concerned about and offer feedback, resources, and support. The board chair should not hold back any concerns relayed from the board. Discussing potential challenges early on allows the problem to be dealt with immediately and minimizes the chances of a small issue turning into a crisis. Additionally, meetings can help clarify any questions regarding organizational leadership and individual responsibilities.

Should the board chair and chief executive communicate outside of scheduled meetings? How?

Yes. Emails and phone calls are a great way to share quick updates or ask clarifying questions. If an urgent matter comes up or a crisis occurs, the board chair and chief executive should connect as soon as possible and mutually decide how best to proceed.

Are there occasions in which the board chair and chief executive should meet more frequently than usual?

There may be situations, such as the weeks leading up to a board retreat or the first board meeting focused on creating a new strategic plan/framework, or in a crisis in which the board chair and chief executive naturally begin communicating more frequently than what is typical. However, both sides should be wary of over-communication leading to micromanagement. Touching base when necessary is important, but analyzing every organizational decision places an undue burden on both leaders.

Any tips for chief executives and board chairs who have just started working together?

It is helpful to review the roles and responsibilities of both the chair and the chief executive positions when a new chair is appointed. It is also important to establish communication preferences, frequency of reporting and meetings, and shared and individual priorities. Starting off the relationship by taking time to understand each other’s working style and approach to their roles builds the foundation for a mutually beneficial and successful partnership.

What if the board chair and chief executive do not have a good relationship?

Not all individuals naturally click with one another. Some relationships, simply by the nature of personal preferences or working styles, take more work than others. That being said, almost any relationship can be improved with commitment from both sides. Both parties should strive to find common ground from which to operate and to strike a balance between the personal and the professional, understanding that flexibility is key. If communication difficulties escalate to the point where only the intervention of an objective third party can help, it could be useful to include the vice-chair and other board members or ask a consultant to mediate and help strengthen the relationship.

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101 Resource | Last updated: August 8, 2024