Tandem Leadership — the CEO and Board Chair Leaders

Reading the late Ulf Lindgren’s book “All Above Board Creating The Ideal Corporate Board” (Published 2013) I reflected on my own experiences since 2000 in Non For Profit Boards and since 2008 as a Non-Executive Board Member. If I had read this book 20 years ago I would have been a better Board Member in some challenging organizations I have been involved in.

Some boards were plagued by the over centralized control of information or self directed action by one person or the effects of a weak Chair on Board dynamics or the reactionary functioning of the Board on issues which could have been spotted in time. All this negatively impacts the organization, caused unnecessary issues, trust eroded amongst Board members and allowed the organization to drift from one crisis to another. I learned good practices and better gut feelings from these experiences.

What you can do

Reading about Tandem Leadership in Ulf Lindgren’s book I read a solution to what I had experienced. I imagined what it would have been like if the CEO and Board Chair had worked in Tandem Leadership at the top of the organization in each previous bad experience. I could see Strategy being worked on and not just a reaction to events, I could see dominant interests in the Organization being better balanced in the Board’s deliberations, the headstrong being reined in, trust staying at a higher level and a reduction in the churn of those in the Board.

Mutual Trust and Respect between the CEO and Chair is crucial to the functioning of the Tandem Leadership. Presuming either position is already in place (and functioning well) the Board should look for a match in the Tandem Leadership position. The Shortlist Candidates should meet each other and work on how they could work together. If both positions are already filled look at creating Tandem Leadership. There must be a good working relationship but not a personal or insider relationship.

Clarity for CEO and Chair

Both should see how they could work together, each will have their own style, character and method of working, which each must go some way to adapting too. Each should agree not to interfere in the others work, know the chain of command and have defined their own and shared tasks using each’s Core Skills and Competencies. This will create clarity for themselves, C-Suite and the Board. The key for the Board will be knowing they have a Tandem Leadership in place and their role with this. The Board keep overall responsibility for the organization.

Not all C-Suite information can be digested or is needed by the Chair, however they should define the information that they need to fulfil their role and their defined Tasks and Responsibilities. Both will meet regularly informally to discuss and exchange on Company issues. Informal meetings may be needed as events occur. By being open and transparent to the rest of the Board you reduce the insider relationship trap. As things change rebalancing the Assigned or Shared Tasks might be needed.

Consider creating or improving your Tandem Leadership. Each will be unique and suited to your situation, and the effort is worth the results. Just promise to keep working at it to the benefit of your organisation.