Nonprofit Board/CEO Communications Matters

[Mike Burns]

Just how much communication and in what form should be conducted between the nonprofit CEO and the board and the chair of the board?

I think the answer to this question is predicated by the questions: how much does communication and what communication matters to the CEO and respectively, the board and board chair? I further think the answers to these questions is predicated on an understanding about what is meant by "partnership" - the popular description of what should be the relationship between the two entities.

Whether the relationship is indeed a partnership, I believe there to be at least two dimensions to what goes on between the nonprofit CEO and the board: relational and transactional. The transactional nature is fairly obvious. There's a job to be done and the success in doing this job is measured in a number of ways (please take a look at my newly released article on the subject). The relational is not so measureable -- definitely more art than science and often described as "fit" or aluded to as feelings. In my experience, BOTH relational and transactional matter. CEOs can be and are fired for failure in their relational efforts.

And with this acknowledgement, that CEOs can be fired for failing in the relational aspects of their partnership, one should acknowledge then that communcations plays a key role. And, when accepting that communications plays a key role, frequency as well as the nature of the relationship matters. Dr. Fram then enters the scene with his own thoughts about communications in this article. Dr. Fram suggests that communication with the Chair (I particularly agree and think that weekly and at least by phone is correct as this is the "supervisor" and more importantly, volunteer leader of the volunteer board members) should be relatively frequent and direct. He also suggests that additional contact with each board member should be initiated on a regular basis.

I concur thinking that once a quarter or at least twice a year with each member can do wonders to enhance the relational nature of the partnership. During this meeting, the CEO should use the opportunity to better understand the needs of the member and learn goals, interests and levels of satisfaction. I believe that, unless a board member says otherwise, this contact, preferably in person, can enhance the CEO/member relationship and help raise the full level great governance for the whole organization.