Board Chairs: Have You Checked-in on Your CEO Lately?
I’m not talking about getting a progress report about the latest fundraising campaign, I’m talking about checking-in on your CEO/Executive Director as a person, a human being, a valued employee of the organization.
Your CEO is exhausted.
They’ve felt the weight of the entire world on their shoulders shepherding the organization, their families, and themselves through the pandemic. Trying to meet the extra needs of the staff, while homeschooling their own kids, while figuring out how to manage the loss of corporate sponsor and government income, while having a board whose members were wrapped up in their own pandemic struggles, while constantly adjusting and innovating at breakneck speed to keep operations going under ever-changing conditions, while trying to make sure the organization was responding in the right way to the nationwide call for action against racism and myriad other societal ills. All, more than likely, while somehow being expected to keep on with the Annual Operational Plan as it had been set in Q4 2019 and now being expected to miraculously make-up for pandemic-related losses and morale drain as if it’s past time to “get over it”.
Check in with them. How are they doing? Ask what support they need. Find a way to ensure that they can take all of their vacation time and sick and personal leave when they need it. Ensure they have a professional development budget for themselves to hire an executive coach or strategic adviser to help them navigate major changes, crises, or everyday pressures. Use some of the reserves to allow them a sabbatical.
Your CEO is also continually facing a million different pressures, not all of which need be a necessary part of the job. You can help to alleviate some of them in your role as Board Chair.
If the CEO informs you of unprofessional behavior toward them from another board member, resist explaining it away or becoming defensive on behalf of the board member. Encourage them to directly address it with that board member if they feel safe to do so and haven’t already. If direct engagement isn’t an option or has failed, encourage the CEO to file a grievance according to the Employee Handbook policy and to follow the process therein. Not only is it ethically incumbent on the board to support the CEO as any other employee is supported, but it also keeps the organization protected.
If the CEO informs you of a board member who isn’t pulling their weight for their role, then take it upon yourself (and any relevant committees) to re-engage that board member, redistribute roles, or wholly replace that board member. The CEO cannot be expected to function without a Treasurer actually reviewing the monthly financial statements or a Development Committee chair not consistently rallying the board around fundraising and networking.
If the CEO tells you that current circumstances necessitate an adjustment(s) to the Strategic Plan, believe them, support them in it. Rally the board around coming together to craft solutions with the CEO and the rest of staff. Strategic Plans are adjustable. Yes, it took an enormous amount of work to create it, and budget too. But it only does a disservice to your organization not to remain nimble to changing conditions and opportunities. Don’t expect them to figure out how to wring the staff dry and drain morale to meet impossible or no longer relevant goals.
Let the CEO know that you have their back. Show them that you do by carrying some of the water in board and committee meetings on topics you’ve discussed together. Step in immediately if a board member is disrespectful or oversteps their role in a board or committee meeting. Take the lead in ensuring board members are engaged, fully onboarded, and fulfilling their roles, rather than leaving it wholly (or mostly) to the CEO and senior staff. Work in partnership with the Development Committee chair to rally the board around fundraising and networking. Most of all, remember that you lead and manage the board – the CEO cannot and should not be taking that on themselves.
Your role as Board chair is a demanding one, no doubt, especially since you are doing it on a volunteer basis, facing many of your own challenges and pressures in your day job and personal life. The most important things you can do for the organization are being its biggest cheerleader and its CEO’s strongest support and cultivating and nurturing an engaged and passionate board. Don’t forget to also use some budget to support the board itself – with training, strategic advising and coaching – and 1:1 support for you too when you need it. You don’t have to figure all of this out on your own.
If you're looking for tailored, strategic support for your CEO or Board Chair to navigate crises, strategic shifts, change management, or fostering a healthy workplace culture (especially in a remote/hybrid world) or training/coaching/help for the Board in strengthening the Board-CEO relationship, we can help.
