Chief executive/chair relationship

Many boards delegate day to day liason with the chief executive - formal line management as well as less formal regular communication - to an individual trustee.  This individual is often the chair of trustees, but not always. In this section, reference to the chair can also refer to another individual who takes on the day to day management of the chief executive.

The relationship between the board and chief executive will have a strong bearing on the ability of both parties to carry out their work and ultimately on the effectiveness of the charity. Poor relationships can lead to conflict and be damaging to the whole charity. 

The board should be supportive of the chief executive but feel able to critically challenge them. This balance should be reflected in the chair/chief executive relationship.

The chair and chief executive should commit to good working relationships. They should understand their formal and informal relationships.

Formal relationships between chair and chief executive include a clear understanding of the authority delegated to both parties and the procedures for line management and appraisal of the chief executive.

Less formal relationships include regular, open communication between chair and chief executive, based on trust and mutual respect. Both parties should commit to sharing information and be ready to identify and address any potential conflicts. 

The chair and chief executive should commit to regular contact, including one to one meetings.

Many guides exist with our resources section to help the chair and chief executive work together effectively.