TARGET AUDIENCE: Board of Directors, Head of the Organization, & Unit / Dept. for Board Affairs

DESCRIPTION The entire organization consists of the Board, the Executive, and the employees.  Of these three groups, only the Board is not engaged in the daily functioning of the organization, yet the full weight of the Board’s decisions is felt daily in the organization.  So many grey areas exist between the roles of the Board, the Executive and the staff.   The boundaries of power, authority, and duty between the three groups is often a major source of conflict. The impact of this lack of grasp of the boundaries and inaction on role clarification can lead to chaos and high levels of conflict between the Board and the Chief Executive, which can extend to dysfunction in the relationship with the staff.  This program provides clarification of these boundaries and knowledge and skills  necessary to  manage them.


  • Clarify the roles and responsibilities of the Board and the chief Executive, and staff
  • Explore the areas of conflict that can arise from lack of clarity about these roles
  • Present how to manage conflict between the Board, the Executive, and the staff
  • Learn ways to build and manage effective communication between the three groups
  • Study how to build effective relationship between the three group


After attending this workshop, participants will be able to:

  • Understand the boundaries of the roles of the Board, the executive and the staff
  • Exhibit improved participation in good governance
  • Better navigate the grey areas of the relationship between the Board, the Executive and the staff
  • Make effective and appropriate use of power and authority
  • Achieve better collaboration and alignment between the Board, the Executive and staff 
  • Reduce incidences of conflict and confusion
DAY ONE Introduction to roles of the board, Chief Executive, and the staff

Essential elements of an Effective CEO-Board relationship with the input of sitting CEO’s, Chairmen and Directors

Dealing with boundaries of the role of the Board, Executive and the Staff
DAY TWO Dealing with strategy development and performance

Use of Power and Authority in performance monitoring

Effective Communication protocols and practices

Managing Conflicts

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