Community College Journal - February/March 2011

High ethical principles must guide the CEO and the board in all they do.

When a CEO has to work with a split board, it is important that the CEO not become politically aligned with one faction over another. Political winds change, and a majority faction might find itself in the minority after the next election or appointment. A CEO can get trapped by these political shifts. Political turmoil among trustees or between the CEO and the board is not healthy for any college.

Stakeholder Input

The most effective college leaders facilitate the participation of people in making the decisions that will affect them. Faculty, staff members, students, and community members often serve on advisory or participatory governance committees. Because of the size and complexity of the organization, CEOs must delegate many decisions to others. Neither the delegation nor the participation of others, however, relieves the CEO or the board of responsibility for proper administration and governance of the college. The CEO and the board must retain the right to send a recommendation back to a committee or an administrator for further consideration or to make a decision different from the one recommended.

CEOs face conflicting demands, insufficient resources, hectic schedules, and long hours. Progress toward some college goals may take longer than expected when other priorities emerge. Although maintaining a positive institutional climate is an important responsibility for CEOs and boards, constituents will not always agree with a decision or a position that the CEO or board takes. CEOs, in particular, often come under attack.

Confidence and trust between a board and a CEO must be built on a long-term relationship and cannot wax and wane with the immediate concerns of the campus community. The board’s evaluation of the CEO must be more than a reflection of current popularity. Boards can do a great deal to support,

Keys to a Healthy
CEO/Board
Relationship

1. No surprises. CEOs and trustees need to make expectations known and keep lines of communication open.

2. Recognize the distinction between policy-setting and operations.

3. Prepare adequately for meetings.

4. Be visible on campus, in the community, and at statewide and national forums.

5. Recognize college, student, and employee accomplishments.

6. Regularly review the CEO employment contract to be sure provisions are clear, fair, and competitive.

7. Regularly set goals and evaluate the CEO and the board itself.

8. Develop an ethical spirit of harmony, cooperation, and commitment among the board members and the CEO.

9. Base decisions on what is best for the college, not a special interest.

10. Advocate for the mission of student learning.

For more, see the Handbook on CEO-Board Relations and Responsibilities by George R. Boggs.

both publicly and privately, a CEO under fire for making an unpopular, but correct, decision.

Professional Development

Boards have a lot invested in their CEOs. It is important to protect and develop that investment by making sure the CEO has the support to attend conferences and institutes and to serve on professional boards, commissions, and committees. The American Association of Community Colleges’ Presidents Academy, for example, schedules professional development institutes for both new and experienced CEOs.

Likewise, it is important for trustees to attend conferences and to engage in professional development and advocacy

activities. Board members can improve their skills, become better informed, and learn from their colleagues at other colleges. Cutting board and CEO travel budgets may be a symbolic money-saving gesture, but it can prove costly in the long run.

When colleges have effective CEOs, boards should do what they can, within reason, to retain them. The correct match between the skills of the CEO and the leadership needs of the college is not always easy to find. Moreover, CEO searches cost time and money.

Leadership Transitions

No matter how successful, all relationships eventually end. It is important for a CEO to communicate plans to leave a leadership position in a timely enough manner for the board to plan for the transition. If the majority of the board determines that it is necessary to make a change in CEO leadership, the board should communicate this to the CEO in a closed session early enough to allow the CEO time to plan for the future. The board will need to decide whether to employ a search consultant, what characteristics would be desirable in a new CEO, and how the college employees and community will be involved in the search.

College leadership changes are often accompanied by controversy. Newspaper articles and contentious lawsuits focus negative attention on the college, the board, and the CEO. Barring evidence of unethical conduct by the CEO, the board’s responsibility to protect the CEO does not end until the CEO leaves.

One Team

Community colleges are complex organizations requiring capable and stable governance and leadership. Ideally, the board and its CEO should be viewed as a team whose members share common philosophies and objectives. Each has an important and complementary role to play.