Introduction
Negotiation, understanding of the other member’s view and role are important ingredients to embrace, if the relationship between the CEO and the board is to succeed (Murden, 2012). It must be noted that both the Chief Executive Officer and the board are charged with separate and distinct roles. Nevertheless, they must work in liaison so as to achieve the goals of the organization. Clarification of roles is important in ensuring that the CEO and the board work in tandem. The board is intended to govern, to oversee managerial trends and opportunism. The board is focused on ensuring that the CEO works in the best interest of the members (Murden, 2012. The CEO, must serve the board, among other stakeholders, effectively. The board is charged with choosing the CEO and helping them to choose their management team (Murden, 2012). The board is, ideally, the employer of the CEO. The CEO is charged with management and administration (Murden, 2012). The board sets the parameters for the CEO to use in executing policies and directions expected, and desirable to the board (Murden, 2012).
Relationship between active board member and CEO
The Role of the active member of the board
Advise the CEO. The substance of strategic decisions is explained and discussed by directors before they advise the CEO on the best way to transform such strategies into action (Russell Reynolds Associates, 2014).
The CEO is subjected to questions that may be probing and rather uncomfortable by the directors. The performance of the organization vis a vis the decisions made are always on the spotlight (Russell Reynolds Associates, 2014). Typically, directors demonstrate the ability to ask and query.
The act when needed to do so. The chairman gives the directors the green light to act whenever the future or present portfolio of an organization is under siege Russell Reynolds Associates, 2014). They act toughly and decisively when there is a crisis.
They are fully committed and engaged with the organization. Such a stance is always manifested in how they handle crisis and on matters that affect an organization’s performance (Russell Reynolds Associates, 2014).
Shared responsibilities
Commitment to act in the interest of an organization(Russell Reynolds Associates, 2014).
Build a closely knit but independent relationship. There is a common effort to build productive professional relationships that give space to the CEO to execute their duties without interference. Objectivity is a core value (Russell Reynolds Associates, 2014).
Set expectations: the parties set both personal expectations and expectations for each other. The Endeavour to keep their promises.
Roles and responsibilities are established (Russell Reynolds Associates, 2014).…