Good Governance: a guide for CEO and Chairs on working together

This is a guest blog from Sue Pearlman, who is a Trusted Associate with NCVO Consultancy. Sue talks about how important the relationship between a CEO and Chair is. She asks you to test your assumptions and talk to each other to work out how you will both work together.

Are you an established Chief Executive with an incoming Chair?  Are you an established Chair with an incoming Chief Executive?  Are you both new together? How will you work together? 

I bet that wherever you are in this scenario, you are already making assumptions.   S/he will do this;  s/he will do that.   And do you ever test out those assumptions? Probably not. We all make assumptions all the time – sometimes unconsciously. But make them we do. As much as you make assumptions, the other person probably has too. We do not often test these assumptions so we have expectations of how someone will be and when they fail to live up to those we are disappointed, angry or frustrated. And why should they live up to them considering they don’t know what the expectations are! The result is that the relationship flounders and neither of you understand why. This is rarely discussed.

My suggestions is that the first time you meet you talk about how you will work together. Perhaps read a publication which will give you ideas about how to separate your roles and work in a way that meets both your needs. One very practical publication is NCVO’s, Good Governance: a practical guide for trustees, chairs and CEOs. This can be used to help you think about the role of the chief executive and Chair in good governance and will help you both work together as a team.

You might want to think about the following questions:

• How often will you meet? 
• Can you talk in between meetings? 
• And if so, are there any boundaries?  Times you’re not available, for instance.  
• Who will set agendas for these meetings? 
• How close can you be?  
• Do you want your Chair/Chief Executive to know about your family life and associated challenges?  
• Do you assume that s/he will be sympathetic to your challenges, or will s/he expect you to soldier on.  

You can add to this list as you see fit and should review how well things are working from time to time. And your list will depend on what you have experienced in the past. 

As a former Chief Executive, now a Charity Consultant, and currently a Chair of an organisation, I know it from all sides.   As a CEO I had a series of Chairs. A less than good Chair may just think everything you do is “wonderful” and never question anything. A good Chair (for me) listened, provided constructive criticism and challenged – encouraging me to do better.   As a Chair, I hope that I provide a listening ear, on a regular, diarised basis, giving advice when asked, and challenging when it feels necessary.

What’s your relationship with your Chair or Chief Executive?  Does it work for you?  If not, is it salvageable, so that you both get what you need/expect from the other?  Try asking what the other one needs…..it will repay you both!

Sue Pearlman, February 2012