The Role Mediation Can Play in the Chair/CEO Relationship - By Graham Boyack
Member Blog: The Role Mediation Can Play in the Chair/CEO Relationship - written by Graham Boyack, Director of Scottish Mediation
Early on in my professional career a colleague suggested I should read a guide to CEO/Chair relationship published by ACEVO (the RUK ACOSVO). It wasn’t something that I had particularly thought about before and when I look back on it, it was a great piece of advice.
What can be different in Third Sector organisations is the passion which people bring to their organisations. Whilst that passion is incredibly positive, it can also sometimes lead to disputes and friction between staff, board and volunteers. The CEO/Chair relationship is often the lighting rod for that friction and inevitably they can become involved too.
In my current role I have worked with four different Chairs (as terms have come to an end rather than for any other reason) and in previous posts worked with a range of other people. I have also chaired a couple of Boards myself. All of that experience reinforces the idea that the Chair/CEO is one of the most important relationships in a Third Sector organisation.
It’s a relationship that needs to be worked at and from the CEO perspective it’s one that needs to adapt as different chairs have different working styles, expectations about their role and differing levels of time to make available to the post.
One of the things I picked from the guide was the need for systems to support the relationship and in all of my recent roles this has involved structured meetings, personal plans and an appraisal system with involvement of other Board members. Whilst the appraisal process has remained pretty much the same, I have found that more regular communications have changed as they have needed to adapt to different circumstances and personalities.
What changed when I joined Scottish Mediation was my understanding of relationships and how interpersonal communications work. From completing my mediation course, I learned more about the skills of listening, problem solving and putting myself in other person’s shoes.
In my role in Scottish Mediation, I have listened to Chairs and CEO’s who have got in touch because within their organisation their relationship has either broken down with no going back or just needs a bit of help to get back on track (it’s not always obvious which is the case). Often the stated reasons for the breakdown are not the underlying cause and when we’ve given support through mediators it has helped people to better understand the real issues causing friction. The reflections that have happened in those mediations have produced a variety of results.
Sometimes by allowing people a safe space to share their feelings the underlying issues can be surfaced. Often those issues will have been exacerbated because when things aren’t working people fill in information gaps themselves and attribute behaviours, usually in a negative way. That’s where mediation comes in. Because the mediator is able to offer that safe space and support to the parties, it can allow conversation to happen that can lead to resolutions. Sometimes that will be to repair a relationship, at other times it might mean that someone departs the organisation but does so in a way that works for both parties and takes into account their needs.
ACOSVO have teamed up with Turcan Connell to deliver a FREE, in-person event for senior management, Chairs and Trustees in the third sector, to explore the interaction between “management” and “governance” and in particular to look at the tensions which can arise between the two and where the lines should be drawn. Taking place May 7th, in Edinburgh you can find out more information here.
Scottish Mediation are offering discounted rates for ACOSVO members, find out more here.
