The following information was summarized in part from these sources: Brody, Weiser, Burns. 2003. Assessing the Nonprofit Board/Executive Relationship; Mel Gill, Building Effective Approaches to Goverance,  Nonprofit Quarterly, 9/2002; Howe, Fisher. The Nonprofit Leadership Team: Building the Board/Executive Director Partnership. Charity Channel. 5/14/2004; Minnesota Council of Nonprofits, 5/6/2003; Weber, Toby Ann. 2003. An Executive Director’s Perspective. Portage County American Red Cross.

There are a variety of governance models for nonprofit organizations, and within them there are different roles for the board and chief executive. The most successful relationships are designed as partnerships that work together to develop goals for the organization, using the strengths of both parties to improve the outcomes.

Sources of tension between the board and the executive can include issues of trust that are based in part on lack of clarity or lack of agreement about responsibilities. Between micromanagement by the board and abdication of responsibility on the part of the board members is understanding and appreciation for the roles of each party and the risks involved when the partnership becomes unbalanced. A helpful addition to the board orientation process  includes review of the roles of both board members and the executive, so that everyone is on the same page and expectations are clear.

Peter Drucker, one of this century's foremost management gurus, suggested that a board cannot do its job without meddling, “so it had better be organized to meddle constructively.” Boards that structure their activities around governance issues rather than management responsibilities focus on oversight and evaluation instead of how services are delivered and other administrative tasks. A flexible partnership is needed to adapt to the rapidly changing environment most nonprofits live in.

One recurring theme identified by successful board/CEO partnerships is the need for regular communication, in person, and focused on the larger issues of the organization. The CEO may need to bring other concerns and management dilemmas to the board chair from time to time, but primarily addressing the strategic issues and anticipating next steps for the organization appears to enhance the board/CEO relationship and keeps the organization moving ahead together. Clarification of expectations, and the joint responsibilities of the board chair and CEO to develop the board and manage their effectiveness, and hold each other accountable are critical areas for conversation.

CEOs can help the board to govern more and manage less by following the strategic plan and providing regular reports on progress; providing relevant (not redundant) materials before board meetings so that members can prepare and use their time efficiently; and facilitating discussions that are focused on the larger issues. These ten “commandments” can also strengthen the board/CEO partnership: 1. Mind your own business; 2. Play by the rules; 3. Keep no secrets, tell no lies; 4. Keep your eye on the ball (mission); 5. Don’t judge a book by its cover; 6. Lend a hand; 7. Look in the mirror; 8. Take a chance; 9. Take care of each other; 10. Have some fun.