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Making the relationship between board, executive, and staff work is a joint responsibility. Board and CEO both must seek a relationship that honors the organization’s values, purpose, and culture. There are several key questions that should be regularly addressed between the board and the CEO.
First, is the board consistent in how much it delegates to the CEO? Does the board provide clear directions, expectations, and feedback?
Next, have the board and the CEO adequately looked at succession and developed a plan of action to follow if the CEO were to leave unexpectedly? A succession plan is critical since no organization can be sustained without a CEO and no board should try to manage staff other than the CEO. At meetings, does the board or the staff do most of the talking? Or is there a balance between the two?
Ultimately, clear expectations, transparent communication and decision-making, shared power and mutual respect for intent, and competence are indications of board/staff balance.
–Dennis
Dennis McMillian is president of The Foraker Group, a capacity building organization based in Alaska, and the author of Focus on Sustainability: A Nonprofit’s Journey.