The healthy board / CEO relationship goes well beyond a "rental agreement" on a set of behaviors and outcomes. Boards shoulder an implied responsibility for the further development of their CEO. This responsibility is often neglected in favor of the mistaken notion the CEO arrives fully formed and ready to take the wire "without a net". Experience notwithstanding, though, CEO's can get overwhelmed by the nuances of their situation. Many find their boards out of touch with their realities and feel micromanaged and misunderstood... sometimes with good reason. And since interactions with the board seldom occur without consequence it can indeed be "lonely at the top".
We view the development of leadership as one of the highest leverage activities of a board...and one that lends itself to prudent "outsourcing". Our coaching protocol provides the CEO the opportunity for open and confidential support around the business choices, critical relationships, personal characteristics and habits of mind that impact business outcome, board relationships and organizational climate.