If you are a CEO or Executive Director in Kenya, you know one truth deep in your bones: your relationship with your Board Chair can make you feel like you’re flying or make you want to update your CV.
I’ve seen it play out in boardrooms, in conference rooms, and over hurried cups of tea at morning meetings. When the CEO and Board Chair are aligned, magic happens. Strategy moves fast, donors and investors feel confident, and even the toughest crisis feels manageable. When they are not aligned? You end up with micromanagement, late-night WhatsApp messages from board members, and a gnawing feeling that you’re walking on eggshells.
The good news is that a positive, supportive relationship isn’t about luck. It’s built intentionally. Here’s how you, as the CEO, can build a great partnership with your Board Chair.
Key Takeaways
- Agree on the rules early – Write a simple one-page partnership charter on communication, authority, and the “no surprises” rule.
- Protect the line – Chair governs, you manage. Keep them busy with board work so they don’t micromanage.
- Bad news first – Never let your Chair be surprised in a meeting. Call them before the crisis hits.
- Talk beyond business – Monthly “no agenda” check-ins build trust and let you both offload pressure.
- Use your Chair to manage the board – Don’t lobby members alone. Make the Chair your bridge.
- Ask for feedback monthly – Don’t wait for the annual review. And yes, you can hold the Chair accountable too.
- Remember they’re human – Most chairs volunteer. Protect their time, share the credit, and they’ll go the extra mile for you.
1. Create a CEO-Board Chair Partnership Charter
Most CEO-Chair relationships start with good intentions and vague assumptions. “We’ll just talk when we need to.” Then three months later, you’re upset because the Chair went straight to your HR manager, and the Chair is upset because you pitched a big idea to the board without giving them a heads-up.
Avoid this by creating a simple partnership charter. It doesn’t need to be a legal document. Just a one-page agreement you draft together.
Ask each other:
- “How often do we talk? Weekly call? Bi-weekly coffee at Artcaffe?”
- “What’s urgent enough to call on a Sunday evening?”
- “How do we handle it when a board member calls me directly with an operational request?”
I worked with a CEO of a mid-sized Kenyan NGO who did this with her new Chair. They agreed: no emails after 8pm unless someone is bleeding or the donor is leaving. And the Chair promised to never assign work to her staff directly. That simple agreement saved them from a thousand small fights.
2. Implement the “No Surprises” Governance Rule
If there is one rule that separates great CEO-Chair relationships from toxic ones, it is this: never let your Chair be surprised in a board meeting.
In Kenya, we value respect. Surprising your Chair in front of the full board is not just bad strategy—it’s disrespectful. It makes them look like they are out of touch, and that’s when trust erodes fast.
So, bad news travels fast—straight to the Chair first.
- About to lose a major corporate donor? Call the Chair before you send the email.
- A senior manager just resigned unexpectedly? Tell the Chair before the board WhatsApp group catches wind.
- You made a mistake in the financial report? Show the Chair the corrected version privately before the audit committee meeting.
I once heard a CEO say, “If my Chair is hearing it for the first time in the boardroom, I’ve already failed.” That stuck with me.
Also, send them the board pack early. Not the night before. Ask them: “Where do you think the board will push back? Help me prepare.” When you do that, the Chair walks into the meeting feeling like your co-pilot, not just a spectator.
3. Define the Line Between Governance and Management
The line between governance and management is where most relationships break down. The Chair governs. You manage. Simple, right? But in reality, it gets messy.
A well-meaning Chair might say, “I think you should hire that guy from Safaricom” or “Let’s change the social media strategy to this.” That’s them dipping into management.
Instead of getting defensive, learn to redirect with respect. You can say something like:
“I really appreciate that perspective. Let me take that as a strategic steer. As the governance lead, could you help me define what success in that role should look like? Then let me handle the recruitment process with the team.”
And here’s the other side: a bored Chair will meddle. So keep them busy with governance work. Ask them to lead the board recruitment drive, chair the strategy retreat, or take the lead on the next fundraising campaign. When they are fully occupied with their role, they won’t be tempted to do yours.
4. Move from Transactional to Relational Check-ins
If your only conversations with the Chair are an hour before the board meeting, your relationship is transactional. And transactional relationships break when pressure hits.
Schedule a regular “no agenda” check-in. Once a month, meet for 30 minutes—maybe at a quiet spot in Westlands or over a phone call—where you talk about:
- How the organization’s culture feels.
- How the board is functioning (or not).
- And honestly, how you are doing.
In Kenya, where we often carry pressure quietly, this kind of check-in is gold. It gives the Chair a chance to support you personally, not just evaluate you professionally.
Also, ask about them. They are usually a busy executive or professional themselves. Say: “How is this board chair role feeling for you right now? What do you need more of from me?” That simple question shifts the dynamic from “boss-subordinate” to “partners.”
5. Utilize the Chair as a Bridge to the Full Board
A common mistake CEOs make is trying to manage the full board on their own. You start lobbying individual members before a vote, having side conversations, and suddenly your Chair feels sidelined.
Instead, use your Chair as the bridge. If you want to push a big initiative—say, a new strategic direction or a major capital project—go to the Chair first. Say:
“I’d like to socialize this with the executive committee. How should we do that together?”
And when a board member is difficult—the one who keeps calling your staff directly or questioning every budget line—don’t fight them alone. Bring it to the Chair as a governance issue.
“Chair, I’m struggling with how Board Member X is engaging. This feels like a governance matter. I need your support in clarifying roles with them.”
When you present it as a shared problem, you keep the Chair as your ally rather than making them feel like they have to referee a fight.
6. Create a Continuous Feedback Loop
In many Kenyan organizations, the CEO’s performance review is a once-a-year anxiety attack. You get a letter from the Chair after the AGM with some vague comments. That’s not helpful.
Build a culture of feedback throughout the year. Once a month, ask:
“What is one thing I should stop doing, start doing, or keep doing to make your role easier?”
And here’s a twist: set expectations for the Chair too. If the Chair committed to leading a fundraising drive or recruiting two new board members, you have a right to follow up. Say it respectfully:
“Chair, you mentioned you’d handle the follow-up with that potential donor. How can I support you to make that happen?”
A healthy partnership is not one-way accountability. You both hold each other to your commitments.
7. Acknowledge the Chair’s Contribution
Unless you’re in a large corporate where the Chair is compensated, most board chairs in Kenya’s nonprofit and SME space are volunteers. They have their own companies, their own stresses, and their own families.
If every time they hear from you it’s a crisis, they will burn out. And burnt-out chairs either withdraw or become controlling.
So be intentional about protecting their experience. Celebrate wins publicly. At the next board meeting, thank them for the guidance they gave on a tricky issue. When the organization gets a shout-out, make sure the board—and the Chair—get some of the credit.
Also, respect their time. If you schedule a 30-minute call, have an agenda and end on time. If you need a quick decision, send a concise WhatsApp with the context and a clear “yes/no” question.
I’ve seen chairs who were ready to resign turn around and serve an extra term simply because the CEO made them feel valued—not used.
When the Relationship Is Strained: Watch for These Red Flags
Sometimes, despite your best efforts, things go sideways. Watch out for these signs that the relationship is in trouble:
- Triangulation: The Chair is giving instructions to your staff directly, or you are lobbying board members behind the Chair’s back.
- Parking lot decisions: Key decisions are made after the board meeting in a corner where you aren’t invited.
- Micromanagement: The Chair is reviewing your internal policies, editing your emails, or questioning petty cash.
If you spot these, don’t let them fester. Request a private, honest conversation. Use your partnership charter as a neutral reference:
“Chair, I’m worried we are blurring the lines. I noticed you gave instructions to the finance team. To protect our governance structure, let’s agree that all staff direction comes through me, and we’ll make sure you’re kept in the loop.”
It’s a tough conversation, but it’s much easier than cleaning up the mess after things break.
The Bottom Line
A great relationship with your Board Chair isn’t about being the smartest person in the room or always being right. It’s about building trust so deep that you can disagree behind closed doors and walk into the boardroom united.
When you get it right, the Chair becomes your best advisor, your first defender, and your most honest critic. And you, as CEO, get to focus on what you were hired to do—lead the organization without constantly looking over your shoulder.
So buy that Chair a coffee (or some Uji if they prefer), open up that conversation, and start building the partnership your organization deserves.
What has been your biggest challenge in working with a Board Chair? Share your experience in the comments—I’d love to hear how leaders are navigating this relationship.
