Trust, Communication, and Clarity: Keys to an Effective Board-Executive Director Relationship

A Step-by-Step Governance Review, Part 7

Photo by Van Tay Media on Unsplash

The relationship between the board of directors and the executive director (ED) is one of the most critical elements of effective non-profit governance. These two leadership bodies complement each other, ensuring that the organization is both strategically directed and operationally sound.

To build a strong partnership, it is essential to clearly delineate their respective roles and responsibilities, maintain open lines of communication, and implement key governance documents that formalize this relationship. Trust, mutual respect, and structured collaboration between the board and the ED are fundamental to the organization’s success.

The Importance of a Strong Board-Executive Director Relationship

The Board is accountable to members for oversight, while the ED is responsible for day-to-day operations. The board must trust the ED’s ability to execute strategic initiatives while maintaining its duty to oversee and support the ED’s work. This relationship is primarily represented through the Board Chair, who serves as the key liaison between the board and the executive director.

If tensions arise between the board chair and the ED, it can ripple throughout the organization, affecting staff morale and board cohesion. To prevent such challenges, trust-building practices should be embedded in board governance, such as:

• Regular one-on-one meetings between the board chair and ED to discuss operational issues and concerns before they escalate.

• Social interactions at board meetings, such as informal dinners, to help the ED build relationships with different board members.

• In camera board sessions (closed sessions without the ED) at the end of each board meeting, followed by a debrief with the ED to ensure transparency and address concerns proactively. Making these a standard practice removes any reluctance from a concerned director to ask for one, or anxiety from the ED because it is being held.

• A culture of open communication, where the ED is encouraged to provide candid feedback without fear of reprisal, while still respecting board decisions.

Division of Responsibility

A well-functioning board-ED relationship hinges on clear role definitions:

• The board sets policy and the ED implements it: The board’s role is to govern, while the ED is responsible for executing the strategic vision.

• Supporting the board’s work: The ED plays a crucial role in supporting board committees and facilitating governance processes, which should be defined to prevent inconsistencies as leadership changes.

• Collaborative efforts: Strategic planning, policy development, and organizational evaluations require both board and ED involvement, even though their ultimate responsibilities differ.

Documents That Support a Strong Board-Executive Director Relationship

Maintaining updated governance documents is essential for ensuring continuity and clarity, regardless of changes in board or ED roles. These key documents include:

Executive Director Position Description

A clearly defined ED mandate outlines responsibilities, expectations, and performance metrics. This document serves as:

• A reference point for evaluating the ED’s role and performance.

• A resource for the board in the event of an unplanned ED absence.

• A framework that balances accountability with flexibility to adapt to changing organizational needs.

Executive Director Assessment Process

Regular performance evaluations create a structured, non-confrontational forum for discussing the executive director’s contributions. In addition to building collaboration between the board and ED, this process also helps the board support the ED during any crisis affecting the organization.

A well-documented assessment process should:

• An outline key benchmarks and inputs, including when they are established.

• Provide flexibility while setting minimum standards and timelines.

• Include a structured method for the ED to respond to assessment findings.

It is crucial that the board gets this process right. See a sample process for a mid-sized non-profit here: