In the charity and not-for-profit space, the relationship between trustees and the CEO is a bit like a dance. When the rhythm is right, it’s graceful, powerful, and inspiring. But when the steps are misaligned? Well… let’s just say toes get stepped on.
Here are five practical (and human!) ways to strengthen this vital partnership.
1. Ditch the guesswork: define the roles
Imagine trying to win a F1 race without knowing who’s the driver and who’s the engineer. Chaos, right?
That’s what happens when trustees and CEOs aren’t clear on their roles. Trustees govern. CEOs lead. Simple in theory but often blurred in practice.
Tip: Create a written, shared document that outlines responsibilities, decision-making boundaries, and expectations. Keep it simple and review it annually. It’s not just admin - it’s a tool for alignment.
2. Talk more than you think you need to
Silence isn’t golden here. It’s risky.
Regular, open communication builds trust and prevents misunderstandings. And no, board meetings alone don’t cut it.
Tip: Set up monthly one-on-ones between the CEO and chair of trustees. Keep them informal and focused on shared goals, concerns and ideas. The best conversations often happen over a coffee, not in a formal setting.
3. Stay aligned on the big picture
The CEO might be steering the ship, but the trustees help chart the course. If they’re heading in different directions, confusion is inevitable.
Strategic alignment ensures the organisation is focused on the right things – especially when resources are limited and expectations are high.
Tip: Consider having a clear agenda. Get everyone in the same room (or Zoom) with a clear meeting agenda to revisit the mission, set goals, and dream big - together. Creating that shared vision energises everyone involved.
4. Be a coach, not a critic
Trustees should challenge the CEO - but with empathy and support. Think mentor, not manager.
Good trustees bring insight, experience and a fresh perspective. But challenge without empathy can easily be perceived as criticism, which doesn’t help anyone.
Tip: CEO performance reviews should be a two-way conversation. Trustees should ask the CEO what support they need, what’s going well, and where there are blockers. Celebrating progress is just as important as identifying risks.
5. Build a culture of mutual respect
At its heart, this is about people. Trustees and CEOs bring different (but equally valuable) strengths to the table. When there’s mutual respect and a willingness to understand each other’s world, that’s when real collaboration happens.
Final thoughts: it’s a partnership, not a power struggle
When trustees and CEOs work in harmony, the impact is felt across the whole organisation. There’s more clarity, more confidence – and more capacity to deliver on your mission. Teams feel supported and the communities you serve see the benefit.
At WorkNest, the team of highly experienced HR consultants supports charities and not-for-profits in building strong leadership relationships. Through tailored coaching, independent facilitated workshops, and practical advice, they help you foster open, productive conversations that bring everyone into alignment.
Want more information? Call 0345 226 8393 or email enquiries@worknest.com quoting ‘ACEVO’ for access to preferential rates for charities.
ACEVO is here to support you. Our team’s deep expertise in charity governance enables us to provide the guidance, resources and networks you need to excel in this crucial aspect of your role.
