Some CEOs, particularly first-timers, are so fearful of having a dysfunctional board dynamic that they create the very conflict they fear.
Sure, there are plenty of board members who challenge and even frustrate their CEOs, and some might even come close to being abrasive in their engagement.
But more often than not, board members want the same thing the CEO wants: the unbridled success of the company.
Creating a constructive relationship with the board is essential regardless of the ownership structure and how tenured the CEO is.
Doing so requires a deep understanding of the right approach, not only how to work with a board but how to guide their work so that everyone is pulling in the same direction.
As always, the least costly way to learn is from the experiences of others.
The following insights from seasoned executives reveal powerful strategies with which CEOs can foster meaningful relationships with their board, maintain alignment, and leverage the board’s expertise for the benefit of the organization.
How CEOs Foster Collaborative Relationships With Their Boards
According to Mike Magsig, an experienced board advisor and managing partner at DHR Global, fostering a collaborative mindset where the CEO views the board as a valued partner instead of a reporting body is what sets CEOs up for success.
“A board can be one of the CEO’s greatest assets, particularly when they know how to approach the relationship with the right mix of confidence, humility and a learning mindset,” Mike explains.
A CEO who demonstrates that they’re willing to consider feedback, even if it challenges their perspective, helps reinforce a trusting relationship which in time can blossom into a real partnership.
Mike notes that establishing a productive working relationship means making an effort to understand the motivations and perspectives of each board member.
“It’s not enough to view the board as a single entity. CEOs who succeed in building trust are those who know each board member individually, understand what drives them, and can align these interests with the company’s strategic goals,” he says.
This individualized approach not only fosters a more supportive boardroom dynamic but can also prevent misunderstandings that lead to conflicts down the line.
Knowing where each individual director stands, and what they expect, also helps CEOs avoid common pitfalls such as poorly utilized lines of communication.
“The worst thing a CEO can do is surprise the board,” Mike explains. “Even if the news is bad, being open about it shows maturity and earns respect.”
CEOs who approach the board with an open and honest communication style set a foundation of mutual respect and collaboration, and this trust-building process enables board members to feel they are part of the CEO’s team rather than detached overseers.
“When board members feel that the CEO values their guidance and sees them as allies rather than obstacles, they’re more likely to contribute constructively and work toward a common purpose,” Mike observes.
The foundation of mutual trust is therefore essential, allowing the CEO to engage in candid conversations with the board, discuss potential challenges early, and navigate the company’s path with collective buy-in and support.
How Strategic CEOs Leverage Board Relationships for Growth
Mike’s emphasis on transparency is echoed by Sanja Partalo, General Partner of S4S Ventures, who is an advocate for CEOs maintaining a strong relationship with the board.
“If you’re open with the board and present issues without sugarcoating them, it fosters an environment where the board feels respected and engaged,” Sanja says.
She believes that such transparency is fundamental for creating a productive, collaborative dynamic between the CEO and board members.
When the board feels informed, they’re more invested and better equipped to give constructive guidance,” she explains.
This approach not only avoids unnecessary surprises but also enhances the board’s ability to support the CEO with valuable insights, enabling a more effective governance structure that benefits the entire organization.
“Transparency isn’t about broadcasting every minor issue,” Sanja clarifies, “it’s about bringing the board into the process in a way that makes them feel like true stakeholders in the journey.”
By fostering this sense of shared purpose, CEOs can harness the board’s expertise as a critical asset for driving growth and navigating challenges. The board’s role, in this sense, becomes less about oversight and more about partnership and working on making the CEO’s vision a reality in meaningful ways.
Jonah Midanik, COO of Forum Ventures, takes this idea a step further, emphasizing that CEOs should engage the board as active partners, viewing them not merely as a compliance-driven oversight group but as a strategic resource.
“CEOs who treat their board like a sounding board, not a report card, get much more value from those interactions,” Jonah points out.
He stresses that the most effective CEOs involve the board early, aligning them on strategic direction, rather than waiting until they have polished results to share.
For Jonah, a powerful board dynamic requires a CEO who doesn’t just inform but actively seeks guidance from board members. “When the board feels involved and not just informed, it creates a sense of shared purpose,” he notes.
This type of engagement positions the board as strategic allies, making them more willing to lend their expertise and networks to support the CEO’s initiatives.
Jonah’s insights highlight the evolution of the board’s role in modern governance, moving from a reactive stance to one of partnership and mutual investment and codependency.
“A CEO who’s open about challenges and actively seeks advice invites a dynamic that is much more likely to be one based on strategic partnership,” Jonah continues, underscoring how proactive engagement with the board pays long-term dividends to all involved.
How Successful CEOs Build Relationships While Respecting Board Boundaries
An experienced board can offer a wealth of insights, yet some CEOs overlook the opportunity to leverage the board’s collective expertise simply because they misconstrue clearly delineated roles as borders.
Instead of viewing the board as something external to them, CEOs should view it as a critical resource to guide their strategic initiatives. Karthik Rau, CEO of Contentful, emphasizes the value of using the board’s perspective to shape major decisions.
“As a CEO, my board has helped me see things I would have otherwise missed,” Karthik says. “There’s immense value in leaning on people who have navigated these challenges before, and it would be a mistake to not depend on them simply because of where the organizational structure places them.”
Rocky Cole, Co-Founder and COO of iVerify, adds that CEOs sometimes forget that the board’s role is not to micromanage or oversee, but to support and shape the CEO’s approach.
There are important boundaries at play here, and as Rocky notes, “a CEO who feels they need to be afraid of their board’s decisions is missing the point.”
“Your job as a CEO is to lead with conviction, but also to listen when the board raises concerns,” Rocky adds.
Understanding this dynamic creates a more productive relationship where the board feels heard and the CEO maintains a strong leadership stance without feeling undermined.
This perspective is reinforced by John Elvesjö, managing partner at Node.vc, who believes that CEOs should involve their boards early in strategic planning rather than waiting until the plan is fully formed. “The board isn’t just there for oversight; they’re partners in execution,” John points out.
“That isn’t to say that there are no boundaries to be respected, clearly board members aren’t there to run the company on the CEO’s behalf,” John adds before noting that the best founder-board relationships he’s seen have always been built on a mutual respect of each other’s key competences.
“I don’t think people should give advice unless their resume allows them to,” John argues, highlighting the importance of each part of the puzzle playing to their strengths when it comes to steering the ship towards success.
The Role of Consistency in Successful CEO-Board Collaboration
Frequent, consistent communication with the board is crucial for keeping everyone aligned and engaged.
A CEO who only reaches out during crises misses the opportunity to build rapport and keep the board informed. Regular updates, even when there’s little news, ensure that the board has a steady understanding of the company’s trajectory.
As Karthik Rau from Contentful notes, “Keeping the board in the loop through regular, predictable communication is not a nice-to-have, it’s a part of my job as a CEO.”
For Karthik, regular updates create a shared understanding that strengthens the relationship over time. “It’s not just about keeping them informed, but about fostering a rhythm where they feel like part of the journey,” he says.
Sanja Partalo from S4S Ventures agrees, emphasizing that “a good CEO knows when and how to keep the board informed, and they know when to take a step back and let the board ask questions,” Partalo says. “The relationship isn’t about control or monitoring; it’s about stewardship, mentorship and accountability that depends on open and consistent lines of communication.”
In some of these communications disagreements may be inevitable, but they don’t have to derail the CEO-board relationship.
In fact, differences of opinion can lead to stronger strategies when handled constructively. As Mike Magsig from DHR Global points out, “Conflict can be productive if both sides respect each other’s intentions.”
For Mike, the key to handling disagreements is for CEOs to approach conflict with curiosity rather than defensiveness. “If the board pushes back on an idea, it’s usually because they want to protect the company,” he says. “Take their feedback as an opportunity to refine your approach and reflect on why they are saying what they are saying.”
Jonah Midanik from Forum Ventures echoes this sentiment, noting that boards often provide pushback not out of opposition but out of a desire for due diligence.
“Sometimes the board has a different perspective because they’re looking from the outside in,” Jonah explains. “Rather than seeing this as a challenge, CEOs should see it as a chance to ensure they haven’t missed anything.”
Productive disagreements keep the CEO grounded and prevent costly missteps, creating a collaborative environment even in the face of opposing views.
By seeing board members as partners rather than overseers, CEOs can turn the boardroom into a forum for innovation, support, and shared success.
The best CEOs don’t merely report to their boards, they work with them, drawing on their insights and experience to guide the company forward.
In the end, the most successful CEOs understand that a board’s guidance is not a hurdle to overcome, but a cornerstone of their own success.