A look at the psychology of the chair-chief relationship | Third Sector
Get suggestions to enhance the relationship between the board chair and the chief executive in this topic from the Free Management Library. While a CEO and a chairman of the board can sometimes be the same person, each A chief executive officer leads the company, while the chairman leads the board This key difference is based on the role of each leader. When the CEO and Chair relationship functions well, it provides a supportive environment for the CEO and allows the organisation to flourish. When the.
In both cases, though, it has to be handled with great caution and self-awareness. Aplomb James Strachan is a good example of someone who moved between the boardroom and chief executive's office with aplomb.
So we had an existing working relationship. We both thought I might find it difficult to stand back from some projects that were close to my heart, but John had been involved in them from the start, so it was easy to shift to different but still complementary roles. The key, then, is to identify and work through the inherent tensions. And for all those examples of where it has gone wrong, there are plenty more cases where it has worked productively, when done well and thoughtfully.
A survey by Cass Business School has suggested that 88 per cent of chief executives think they have an "extremely good" or "very good" working relationship with their chairs. Bush used "chairman" for men and "chair" for women. In the British music hall tradition, the Chairman was the master of ceremonies who announced the performances and was responsible for controlling any rowdy elements in the audience. Magnuson presides over the annual meeting of the Friends of the Ulriksdal Palace Theater.
In addition to the administrative or executive duties in organizations, the chairman has the duties of presiding over meetings. Calling the meeting to order Determining if a quorum is present Announcing the items on the order of business or agenda as they come up Recognition of members to have the floor Enforcing the rules of the group Putting all questions motions to a vote Adjourning the meeting While presiding, the chairman should remain impartial and not interrupt a speaker if the speaker has the floor and is following the rules of the group.
However, in assemblies or larger boards, the chairman should vote only when it can affect the result.
In some organizations the chairman has the authority to hire staff and make financial decisions, while in others the chairman only makes recommendations to a board of directorsand still others the chairman has no executive powers and is mainly a spokesman for the organization.
The amount of power given to the chairman depends on the type of organization, its structure, and the rules it has created for itself. Disciplinary procedures[ edit ] If the chairman exceeds the given authority, engages in misconduct, or fails to perform the duties, the chairman may face disciplinary procedures. Such procedures may include censuresuspension, or removal from office.
If you're a board chair or chief executive, 1.
Chairman - Wikipedia
Practice at least the basic skills in interpersonal communications, e. Whenever you feel conflict, identify to yourself what it is that you're actually seeing or hearing that might be causing the conflict. This attempt helps to differentiate whether the source of the conflict is the other person's behavior or, e. Note that whether the conflict is from the other person or not, it's still appropriate to work with the other person to address at least your perception of a conflict with them.
If you're feeling uneasy, then say out loud what you're feeling. If you feel there's conflict or tension between you two, name it out loud. This doesn't mean your "weaker" or out of control -- quite the contrary.
Chair and chief: a delicate balance
It displays a great deal of maturity and knowledge about interpersonal dynamics to recognize and surface conflict in order to mutually resolve it 4. Recognize that conflict is inherent in any successful relationship, particularly in a board if all members are actively meeting their responsibilities. The important thing here, again, is to name it if you think it's becoming an ongoing problem.
Keep perspective that no one should have to continue to experience continued conflicts with someone in their lives, including the workplace. Know when to say enough is enough -- this limit is your own and you're the expert at recognizing it.
Continue to try sense if the conflict is around an organizational issue or is a matter of interpersonal "chemistry", that is, you both have such differing natures that you'll probably need some outside intervention to work together. Note that if this is the case, it will be a tremendous learning curve -- but a precious one -- for you to learn to work with such natures that are so different than your own.
That's one hallmark of diversity. If Worse Comes to Worse Obviously, the course of action for a situation such as this depends to a great extent on the nature of the organization and the two people involved.
If you're a board chair or chief executive who continues to feel conflict in working with the other person, then consider: Approach the other person and ask for five minutes of their uninterrupted time. Explain your concern, what you see and hear that leads you to believe there's continued conflicts between both of you, what you would like to see or hear between both of you in the future, and why continued conflict can be so destructive to the organization.
If the other person says there's no conflict that they are aware of whether there really is or notthen assert to them that you would appreciate it if they changed certain behaviors when working with you and specifically describe what behaviors you'd like to see from them.
Suggestions to Enhance Working Relationship Between Board Chair and Chief Executive
They either will change their behaviors, in which case things should improve, or they won't. In which case, you'll need to escalate the issue up the organization, if appropriate, or seek additional assistance about how you plan to handle the problem, for example, avoid it, confront it further, negotiate further, etc.
If the problem persists, ask to have time with the Executive Committee to share your concerns.