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Chairmanship and board effectiveness
The Chair-CEO Contract
Make the working relationship between chair and CEO explicit before tension tests it.
Boardroom questions
- What cadence of contact keeps the relationship informed without creating dependency?
- Which issues should be resolved bilaterally and which belong in the boardroom?
- How will challenge be delivered so that it is candid and predictable?
- What triggers escalation to the board?
- How will the board support the CEO in periods of pressure without diluting accountability?
The chair-CEO relationship is an operating contract, not an assumption. Naming expectations early reduces avoidable tension later.
Why it matters
Boards perform better when support and challenge are not confused. A clear contract gives the CEO a steadier governance environment and gives the chair a more disciplined basis for intervention.
Signals to watch
- Important issues surface too late.
- The chair becomes the informal executive sponsor for too many decisions.
- Challenge varies by mood rather than by principle.
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