- by Sophie Pinkoski

It can be lonely at the top. CEOs often come into their role with the notion that they should have all the answers, and that asking for help is a sign of weakness. However, expressing that level of vulnerability and seeking out others experience and perspective is actually a sign of great strength in a leader. Some CEOs are open to exploring topics with the board chair, but the board is an equally powerful resource to the CEO.

The board of directors can add much more than just oversight.

Through candid discussions, board members can provide alternative perspectives, challenge your assumptions, and help you refine your decision-making process. Cultivating a trusting relationship with each board member gives you more, trusted resources to depend upon when you need a confidential space to explore a topic.

A well-aligned board wants the same things their CEO wants: what’s best for the organization. Yet Spencer Stuart has found that only 25% of CEOs surveyed feel confident in their board’s support, despite the fact that directors are far more certain in the support they offer. This suggests a disconnect between the board and CEO, wherein the CEO’s expectations and needs are not being met.

It’s to your benefit as CEO to cultivate a strong relationship with each board member as early as possible.

Your directors can bring much needed clarity and support while holding you accountable and challenging your perspective. Offering support and accountability is a careful balance, but when done right, it will help push you to make the best decisions for your organization.  When the dynamic slides too far in one direction or the other, that trusting partnership can begin to disintegrate. Striking that balance takes intentional work.

Here are some ways to develop a healthy, partnership with your board:

Build trust –– Trust is the cornerstone of any organization. It’s important to build mutual trust and respect with each board member. The Spencer Stuart survey indicates that boards aren't making it clear enough that they have their leader’s back. Open communication and transparency can close any expectation gaps between you and your board. Clarify exactly what you need from board discussions so that your directors understand how best to apply their expertise to the matter at hand. Creating a non-judgmental space during board meetings will give your directors enough psychological safety to candidly speak their minds, whether it’s to support you or challenge you to think differently.

Understand what drives your directors –– Everyone on your board is going to be motivated by very different things. Getting to know your directors as individuals will help you understand what makes each of them tick. One-on-ones let them know you value their perspective, expertise, and interests. Most importantly, these meetings can help you identify how to use this crucial information to fill skill gaps and align your directors with your organization’s priorities.

When your directors can see how they make meaningful contributions to the organization, you can find a shared purpose together that will lead you to a productive thought partnership.

Don’t just keep them informed, get them involved –– The last thing your board wants is to be surprised. Don’t wait to involve them until you’re facing a crisis. The board is there for you to lean on in both good times and bad. In fact, their insights bring your organization resilience that will help you proactively adapt for when things do get hard. Having open, transparent communication with your board keeps them up to date on the state of the organization. This isn’t just about bringing them your plans for approval. Your directors are there to play an active role in navigating challenges and co-creating the future.

Bring your board into discussions as early as possible so they can help guide the organization’s direction.

Let them know about potential risks, opportunities, and challenges as they come so they can help you make informed assessments of the situation. Board meetings are there for you to leverage the expertise your directors bring to the table. That healthy debate will aid in making the right decisions for your organization.

Balance authority with support –– Boards often operate under the mantra of “noses in, fingers out”. They focus on their governance responsibilities without worrying about getting too deep in the operations weeds. A healthy thought partnership means respecting the boundaries of one another’s roles and leaning into the grey space between the board and CEO.

The board must be intentional about not micromanaging operations while not simultaneously leaving the CEO unsupported. 

It's about making sure you feel supported, not second guessed; challenged, not indulged. When setting these boundaries, clarify how the board can offer the most value to you and vice versa. Understanding one another's expectations and needs will ultimately help the board fulfil its oversight duties without overstepping or undermining your leadership.

The strongest CEO-board partnerships are built on trust, openness, and shared purpose. Embracing your board as a support system unlocks a powerful ally in shaping strategy and driving growth. Most of all, trusting in your board’s expertise lets you lead your organization with confidence.

Further Reading

Building a Strategic Partnership, Directors and Boards

CEO & Board Collaboration: Building Strategic Growth Partnerships, BPE Search

The Quiet Power of a Thought Partner: How Women CEOs Can Lead With Purpose and Authenticity, Fast Company

Strengthen Your Leadership Impact with a Trusted Thought Partner, More than Giving Co

What do CEOs Need from their Boards, Right Now? Director Prep

How CEOs Can Build Stronger Board Relationships: From Tension To Trust, Forbes

Building a Better Board/CEO Partnership: How Boards Can Find the Right Balance, Ivey Executive Education

Building a Better Board/CEO Partnership: How Boards Can Find the Right Balance, Spencer Stuart

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