1. There appears to be high level of mutual trust between the CEO (and management team) and the board of directors.


2. Board and management have a good understanding/knowledge of one another – goals, aspirations, gifts/strengths, concerns, etc.


3. It is clear there is a healthy amount of mutual respect between the two groups both individually and collectively.

Somewhat Agree

4. There appears to be an acceptable amount of mutual accountability between the two groups, both feeling able to share feelings about jobs well-done or instances in which performance needs improvement.

Somewhat Agree

5. It appears that the board/management relationship is characterized by a John 13:34-35 kind of love.


6. Board and management appear to effectively work through problems and conflicts with one another.

Strongly Disagree

7. Board members and management treat one another with dignity, respect, and courtesy when together and when apart.


8. There appears to be a lot of active listening and questioning for better understanding between the two groups.


9. It appears that the board consistently holds management accountable but does so in a positive, constructive manner.

Somewhat Agree

10. It appears that management trusts the board’s wisdom and authority when the answer is “no,” “later,” or “come up with another approach.”

Somewhat Agree

Overall, reflecting on your answers above, how would you assess the overall board/management relationship?

Acceptably good

What might be the root cause of this situation?

Does it appear that staff beyond the CEO and top leadership are aware of this relational challenge?

What are the consequences of this situation on governance effectiveness? Ministry effectiveness and impact? Overall morale and esprit de corps?

Is there any initiative or momentum to confront and improve the situation?

What might be some possible paths to a solution to this relational challenge, including prayer?


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