It’s lonely at the top, and sometimes, that’s by design. Many CEOs in the not for profit space carry the weight of strategy, operations, fundraising/hitting revenue targets, people, and purpose on their shoulders, often without fully tapping into one of their most valuable resources: the Board. Not because the Board isn’t willing or capable, but because the CEO hasn’t shown them how to help.
At Beacon Consult, we regularly support CEOs and executive teams navigating the complex and often delicate relationship between management and the Board. It’s one of the most important dynamics in any organisation, especially in the not for profit sector, where clarity of roles, purpose, and expectations can make or break organisational effectiveness.
In our experience, even the most committed and capable Boards can’t help if they don’t know what you need. They can’t support you effectively if they only hear about issues once they’ve escalated. And they can’t fulfil their governance responsibilities if they’re being kept at arm’s length.
When we worked with Attend Anywhere during a period of rapid growth and international expansion, strengthening governance and executive relationships was just as critical as operational scale. The right support from the Board allowed the leadership team to focus on what mattered most; steering the business toward a successful acquisition.
A strong CEO/Board relationship is not built on formal reports or polite updates alone, but rather partnership, transparency, and trust.
Be specific about what you need
In your monthly updates to the Board, try going beyond operational reporting. Include a specific ask. That could mean inviting feedback from a committee, seeking expertise from a particular Board member, or flagging an upcoming decision where you’ll need their support. The best Boards want to help, they just need to know where they’re most useful.
Be transparent about financial realities
We’ve worked with Boards who were blindsided by budget overruns not because of mismanagement, but because the executive team had been trying too hard to present a positive picture. This kind of optimism doesn’t serve anyone in the long run. Particularly in today’s economic climate, when donations are drying up, fundraising is harder than ever, and revenue targets are being missed, Boards need the full picture.
They can only fulfil their fiduciary duties if they understand both the risks and the realities, including where things are uncertain or under strain. Being upfront about pressure points, shortfalls, and potential overspend doesn’t signal failure. It signals maturity.
Treat challenge as an invitation to collaborate
It’s natural to want to shield the Board from internal messiness, especially when things get hard. But leaders who share challenges early and invite the Board into problem solving often gain not only support, but insight they may not have seen from inside the business.
That doesn’t mean sharing every detail or relinquishing control. It means being honest about where you need backing, whether that’s around resourcing, risk, external relations, or staff wellbeing. It’s not a sign of weakness to ask for help, instead it’s a signal that you’re serious about making the right decisions.
Invest in your relationship with the Chair
The relationship between the CEO and Board Chair deserves time and care. We often see things unravel when this partnership becomes transactional, overly formal, or marked by misalignment. Regular, open check-ins with your Chair can go a long way. So can joint coaching, particularly when trust needs to be rebuilt or expectations reset.
Build real relationships with individual Board members
Try to connect 1:1 with each Board member at least once or twice a year. It doesn’t need to be overly formal. A coffee, a phone call, or a walk before a meeting can build understanding, connection, and trust. You’ll learn what makes each person tick, and they’ll learn how to support you in ways that go beyond the meeting agenda.
When there’s a human connection, it becomes easier to ask for what you need, offer challenge when it’s needed, and move through conflict productively.
Say thank you, and show the impact
Board roles can be unpaid, and in the not for profit sector especially, the work can be demanding. Don’t underestimate the power of genuine thanks. Let Board members know when their guidance helped shape an outcome, or when their governance work gave the team confidence to act.
Acknowledgement builds goodwill, but more than that, it helps Board members understand the value of their contribution. This can influence where they invest their time, energy, and resources in future.
Final thoughts
Great CEO/Board relationships don’t happen by accident. They take work, and often, a reset.
We’ve seen it first-hand. When we worked with the Starlight Foundation’s Advisory Board, we facilitated a strategic planning session that brought diverse perspectives into a clear, actionable direction. That clarity came from strong relationships, shared purpose, and open dialogue.
What’s working well in your partnership with the Board or CEO? What other challenges are you/your organisation facing?
Drop us a line.
We’d love to hear from you.
We’re helping CEOs and senior leader in small-to-medium organisations overcome challenges with growth, change or chaos by enabling leaders and organisations to drive their success. If you are keen to have a chat, then enquire below.
Beacon Consult.
-
Linkedin
-
hello@beaconconsult.com.au
-
+61 431 338552
-
Suite 4, Level 2, 1 Little Collins Street
Melbourne VIC 3000
