CEO Tool
CEO–Board Relationship Dashboard
A short, regular check-in the chief executive and board chair complete separately, then compare. It catches small gaps in expectations before they become big ones. Read it here, download the editable Word file, or print it.
CEO and board chair / lead director — quarterly check-in
Organization
Chief executive
Board chair
Review date
1. How to use it
Once a quarter, the CEO and the chair (or lead director) each rate the statements independently, then meet for 30–45 minutes to compare. Focus on the biggest differences, not the average.
- Next check-in date:
2. Relationship health
Rate each statement on the 1–5 scale. A gap of two points or more between the two ratings is worth a conversation.
3. Status of shared priorities
Use a simple Green / Yellow / Red status for the few things the board and CEO agreed matter most this year.
4. What's going well / what needs attention
Name one or two items in each column. Keep it candid and specific.
- Going well:
- Needs attention:
5. Agreed actions
Leave the check-in with no more than three actions, each with an owner and a date.
- Action 1:
- Action 2:
- Action 3:
Rating scale
| Rating | Meaning |
|---|---|
| 5 — Strongly agree | A clear strength; consistently true. |
| 4 — Agree | Usually true. |
| 3 — Neutral | Sometimes true; mixed. |
| 2 — Disagree | Rarely true; improvement needed. |
| 1 — Strongly disagree | A significant gap. |
Relationship health
| Statement | Rating (1–5) | Comments |
|---|---|---|
| Roles are clear: the board governs, the CEO manages. | ||
| Communication between meetings is timely and sufficient. | ||
| There are no surprises — bad news travels fast. | ||
| Board materials are clear, concise, and arrive on time. | ||
| Board meeting time is spent on strategy, not only reporting. | ||
| The CEO feels supported and appropriately challenged. | ||
| The board speaks with one voice to the CEO. | ||
| Trust and candor are high in both directions. | ||
| Performance expectations and goals are clear. |
Shared priorities
| Indicator | Status (Green / Yellow / Red) | Trend | Notes / action |
|---|---|---|---|
| Financial performance | |||
| Strategic plan progress | |||
| Key risks | |||
| Leadership team and succession | |||
| Owner / shareholder relations | |||
| Culture and accountability |
Guidance notes
- Rate separately, then compare. The differences are the point.
- Keep it short and regular. A quarterly 30-minute conversation beats an annual surprise.
- Address issues directly with each other, not through other directors or staff.
- Use results to inform — not replace — the CEO's annual evaluation.
Before you use this dashboard
- Legal counsel review is recommended
- Have qualified legal counsel licensed in your state or jurisdiction review and adapt this material before your board adopts or relies on it.
- Educational model language only
- This is a general model provided for educational purposes. It is not legal, tax, accounting, compensation, or compliance advice, and it does not create an attorney-client or advisory relationship.
- Tailor to your governing documents and law
- Align it with your articles of incorporation, bylaws, applicable state corporate or nonprofit statutes, employment law, and any regulatory requirements that apply to your organization.
- Adopt and record formally
- Approve the process by board vote or resolution, record it in the minutes, keep sensitive material confidential, and review it annually.
This resource is provided for educational purposes only and does not constitute legal, tax, accounting, compensation, or compliance advice, nor does it create an attorney-client or advisory relationship. Adapt it to your organization's governing documents and applicable law, and have qualified legal counsel review it before your board adopts or relies on it.
Want a stronger CEO–board partnership?
Having sat on both sides of the board table, I know how much depends on this one relationship. If you'd like a confidential conversation about it, I'd be glad to talk.
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