Harvard Business Review LogoIt evolves over time. Here’s how to navigate each phase successfully.Carl GodfreyCEOs succeed or fail in large part based on how deliberately they manage their evolving relationship with the board. That relationship follows a predictable progression: building trust andIt’s a central quandary for CEOs: How can you deliver transformational leadership when your ability to execute depends on a group of people you don’t hire, can’t fire, and have to influence without direct authority? That is, your board of directors.
The 4 Stages of the CEO-Board Relationship
CEOs succeed or fail in large part based on how deliberately they manage their evolving relationship with the board. That relationship follows a predictable progression: building trust and understanding early on, shaping the board into a strategic partner as credibility grows, guarding against complacency once trust is established, and ultimately focusing on succession and long-term governance. Each phase requires different behaviors, from investing in one-on-one relationships and setting clear expectations to actively refreshing board composition, encouraging rigorous debate, and planning leadership transitions. The central challenge is balancing trust with oversight—ensuring that the board is engaged enough to provide meaningful feedback but not so involved that it undermines effective execution.
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