Dynamic Duo Relationships

Registered charities must have a Board with at least three Trustees and it is common to have more than this. The relationship between the Chair of Trustees and the CEO (or equivalent) of a charity is an important one. When this relationship is effective, the charity is likely to be more successful in achieving its charitable objectives. This is not to say that the Chair and the CEO should always agree, as this might indicate the relationship is too cosy, but rather that they should act as a ‘dynamic duo’.

In this context, the dynamic duo of the Chair and the CEO should have a relationship that:

• has the right balance of support and challenge
• has reciprocal respect and accountability
• is based on trust and professional courtesy

These principles are not unique to the Chair and the CEO relationship and are equally valid for other dynamic duo relationships. For example, the Board of Trustees and the Executive Team need to operate as a dynamic duo, albeit with some clear expectations about strategic and operational activity. Similarly, the individual responsible for leading finance in a charity needs to operate as a dynamic duo with the person responsible for HR (if they are not the same person).

Reflection Questions

1. What are the potential downsides of dynamic duo relationships?
2. What other dynamic duos might exist within a charity context?