As the leader of the board, the chair plays a vital role in building and cultivating an effective team and promoting a healthy partnership with an organization’s staff. Certain attributes such as time availability, passion for the mission and strong interpersonal skills are undeniably essential for board chairs. Here are six additional characteristics of great board chairs: 

• Cultivate effective decision making

Nonprofit boards often confront difficult decisions that require thoughtful discussion and consideration of diverse points of view. Board members should feel empowered to share their perspective and even professionally disagree. At some point, however, the board must come to a consensus in order to provide meaningful direction that advances the organization’s mission. Great board chairs intentionally cultivate a culture that is inclusive of debate and discussion, and also conducive to effective decision making and progress.  

• Put board members in position to succeed

A board is a team of individuals with diverse skills, interests and perspectives. Board members find value and purpose in different aspects of their role. Some may be eloquent ambassadors for the mission, while others prefer to contribute in less visible ways. Great board chairs take the time to understand the unique value each member brings to the team and then intentionally seek out opportunities to put members in positions to be successful based on their talents and passions.  

• Facilitate meaningful meetings

Time is perhaps the most precious gift board members have to give. Whether the board comes together once a month or just a few times each year, it is essential that those gatherings be meaningful and productive. Great board chairs develop the agenda for the meeting thoughtfully and collaboratively with fellow board members and the executive. They also think critically about the facilitation of the meeting and who best possesses the skill and interest to do so effectively.  

• Focus on shared success

Board chairs are a bit like presidents — they hold the office for a limited period of time and often receive credit when things go well and blame when things go poorly. Great board chairs foster a culture of shared, rather than individual, success. They speak in terms of “our” success rather than “my” success. They recognize that the protagonist in the story is always the mission of the organization, rather than any one individual or leader.

• Plan for succession

An important corollary to shared success is succession. Healthy boards rely on a steady stream of prepared and effective leaders. The cadence of governance also depends on building momentum from month to month and year to year. Boards that experience an inconsistent level of performance from one board chair to the next struggle to build the necessary momentum for lasting impact. Therefore, great board chairs keep a keen eye on succession, ensuring that the individuals to follow are engaged, prepared and excited to assume the mantle of leadership.

• Ensure accountability

If you reflect on the most effective teams you have ever been a part of, one characteristic is seemingly mentioned more often than any other: accountability.  Board members are accountable for their fiduciary duties. They are accountable for attending meetings. They are accountable for fulfilling the expectations the organization has created for its members. Creating formal and professional processes to track and ensure this accountability is a hallmark of a great board chair.  

The board chair and executive director are pivotal partners in nonprofit organizations.  Together, and with their respective teams, they hold the promise of what an organization can be and the impact it can have on the community.  With preparation, support and intentionality, great board chairs can elevate an organization’s present impact and set it on a path towards sustainable success. 

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Board Chairs and CEOs may come from different backgrounds almost assuredly reflecting different life experiences, but together they hold the promise of what an organization can become and the impact it can have on the lives of those served. Honored to facilitate a series of workshops with the Executive Directors and Board Chairs of CASA programs from across Kentucky entitled “Pivotal Partners: Board Chair-Executive Director Partnership to Propel Your Mission.” With Executive Directors and their Board Chairs attending as a team, this engaging and interactive program featured critical discussions focused on developing the habits, practices, and relationships necessary to propel the organization’s mission forward. Special thanks to Kentucky CASA Network for sponsoring the workshop and bringing these outstanding leaders together!

"It is mutual trust, even more than mutual interest, that holds human associations together."

• H.L. Mencken

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 almost assuredly reflecting 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.

Trust between 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.  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.  

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.  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 Board Chair and CEO grounded in mutual trust, expectations, and accountability enables leaders to reflect their best self and organizations to thrive.  

Whether you are rowing together in unison or struggling to get in sync, I encourage you to connect with us to explore the ways in which together we can help nurture the relationship you need and deserve.