How to support the CEO’s success? – A checklist for the chair of the board
Writer: Hannu-Matias Nurmi
CEO rotation in Finland is once again on the rise, according to our spring research.
The CEO is responsible for everything, but cannot do everything alone. The chair of the board has a special role in supporting the CEO’s success – not only as a supervisor or strategic sparring partner, but above all as an enabler. A competent chair who is genuinely committed to the company’s success makes the CEO’s success far more likely.
Over the years, I have seen that the best support from a chair rests on three cornerstones: trust, clarity, and continuous sparring and support.
Together with our team, we put together a checklist for chairs to help evaluate their own contribution to the CEO’s success.
1. Build trust from the start
Agree on regular, confidential discussions right at the beginning of the collaboration (weekly or biweekly).
Create an atmosphere where the CEO dares to share problems early on. Share about yourself and help build a relationship that goes deeper than formal roles.
2. Make expectations crystal clear
Ensure that goals, success criteria, and timelines are mutually agreed upon and documented.
Bring the discussion back to this foundation if the focus starts to drift. Regularly discuss what kind of leadership the company needs.
3. Be a sparring partner, not a micromanager
Challenge thinking with questions and by weighing alternatives – do not make decisions for the CEO or, worse, bypass them.
Create a safe space to test ideas and unfinished thoughts. Listening and positive curiosity toward the CEO’s thinking provide a good basis for interaction.
4. Secure the right resources
Make sure the CEO has the right team, sufficient financial resources, and the necessary expertise around them.
Support key recruitments and leadership commitment.
5. Enable external support
Encourage the CEO’s participation in executive coaching or peer networks.
Consider programs such as CEO360 (Henley Nordic) to broaden development and perspective.
6. Give continuous feedback
Convey feedback from the board constructively and provide honest input on successes and areas for development.
Do not hold back targeted praise and positive feedback – they build trust and commitment.
7. Act as a buffer and filter
Ensure that board and shareholder messages are clear and aligned.
Protect the CEO from unnecessary “noise” and conflicting messages. Demand constructiveness from the board, even when it expresses criticism of the CEO.
Quick self-assessment for the chair
Have I been in direct contact with the CEO in the past two weeks, and have we scheduled the next 12 months of meetings?
Are the goals and metrics crystal clear to both of us, and have they been written down?
In the past month, have I constructively challenged their thinking?
Does the CEO have all the necessary resources and external support?
Have I provided honest feedback – both corrective and appreciative?
Am I actively protecting the CEO’s ability to focus, and am I making their work easier?
Hannu-Matias Nurmi |Founder & Partner in charge| hannu-matias.nurmi@chief.fi | +358 40 809 5291
