Governance reforms that call for more active, engaged and accountable boards are bound to change the traditional dynamic of CEO/board relationships. CEOs that understand this impact can take the lead in forging a more meaningful and productive relationship with their boards. By taking the time to periodically assess governance practices and mutual expectations and by fostering board participation in shaping a model for more collaborative leadership, CEOs will not only build stronger relationships with their boards, but also enhance the board’s value and contribution to achieving the organization’s mission and goals.

About the Author
David A. Bjork, Ph.D., is Managing Director, Clark Consulting—Healthcare Group, a firm that helps health care organizations build better relationships with their executives, physicians, trustees, and employees. Services include compensation planning for executives, physicians and employees; management succession and leadership transition planning; labor relations; employee surveys; recruiting; and human resource management. The author can be reached at david.bjork@clarkconsulting.com.