Charity chairs must take responsibility for ensuring the chair/chief executive relationship is a productive one, according to a new guide just published by the Association of Chairs.

Called A question of balance - a guide to the chair/chief executive relationship, the report emphasises that there is no perfect or magic formula to making the relationship a success, but chairs must be self-aware, invest time in the relationship and be willing to adapt their approach if it is not working.

Written by Association of Chairs co-founder Ruth Lesirge, its chair, and Ros Oakley, executive director, the guide is based on formal interviews with 22 chairs and CEOs as well as anecdotal feedback gathered over the two years the Association has existed.

The report explores the pros and cons of different approaches to various dimensions in the chair/CEO dynamic.  These include the chair’s involvement in day-to-day operations of the charity, who should most naturally represent the organisation in public, how friendly the two ought to be, and where the balance should lie between challenge and support.

Ros Oakley (pictured) said the relationship between chair and CEO is “unlike any other” and contains “inherent tensions that need to be worked through”.

“The key to success is a constant willingness to learn and adapt, and not to leave problems or issues neglected,” she said.

Ruth Lesirge said the report was “not an easy how-to guide: our purpose is to make chairs think about how to get the best out of the relationship and the abilities of their CEO".  She added that the chair-CEO relationship can “make or break a charity” and getting it right is one of the biggest contributions chairs can make to the effectiveness of their organisations.

The guide will be launched at an event tonight and can be downloaded for free from the Association website.