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Define ‘expectations’ for a strong relationship with board chairperson
Publication year - 2018
Publication title -
board and administrator for administrators only
Language(s) - English
Resource type - Journals
eISSN - 1949-3215
pISSN - 1525-7878
DOI - 10.1002/ban.30800
Subject(s) - spell , executive board , psychology , style (visual arts) , business , social psychology , public relations , management , political science , sociology , economics , history , archaeology , anthropology
There is much riding on the relationship between you and the board chairperson. For example, the success of the board and your success as an executive director depend on this relationship. But if this relationship is not good, poor communication may be at fault, especially about mutual expectations. If expectations are clarified from the start of the relationship with the chair, you improve your chances of having a great relationship. So, spell these mutual expectations out in a formal document. The meeting where the document is discussed should be clear about each person's working style, such as when would be a good and bad time to telephone the chair. It's good for each party to know if they are working with an early morning person or a nighttime person.