My wish for the nonprofit sector is that boards and CEOs create a relationship rooted in partnership. Because, yes, it is a partnership. This work is not about power. It’s about purpose, collaboration, and shared accountability. 

 

When the traditional chain of command is embraced, it becomes a power play or Power Over as defined in Mary Parker Follett’s work on four types of power. The power that should be embraced by nonprofit CEOs and boards is Power With – this is a shared power. She argues that real leadership is about co-creating power rather than dominating others. Instead, the board and CEO sit beside each other to co-create power that empowers everyone to lead with purpose.  

 

With the traditional chain of command, it’s also layered with an assumption that the board knows better than the CEO. But they shouldn’t and often don’t. If the board puts the right CEO in place, that leader should be the expert in the room when it comes to running the organization, understanding the mission and setting the vision.  

 

The board’s role is to provide oversight, open doors, bring resources, and serve as a sounding board. A sounding board to solve problems and generate ideas. The board is there to help the CEO succeed, not to intimidate them. When both the CEO and the board embrace this as a partnership rather than a hierarchy, organizations operate more effectively, efficiently, and with trust. Trust, it’s the foundation of every highly functioning team.  

 

Partnership means that both parties bring their strengths together as a force to deliver remarkable results. When applied to the CEO–board relationship, it helps remove insecurity, ego, and unnecessary battles for power. 

 

When I think back to my first experience leading a nonprofit, I can clearly see how my own understanding of partnership was limited. It was my first Executive Director role, and I was filled with imposter syndrome. I didn’t know it at the time (or maybe I did), but by embracing the dreaded hierarchy, which was all I knew at the time, I didn’t build the relationship I could have built with my board. 

 

I was afraid to bring them problems. I felt intimidated by their oversight, as if they were waiting for me to make a mistake. And I constantly questioned whether I was good enough. That mindset kept me from creating the kind of healthy, trusting partnership that could have taken some of that imposter syndrome away. Trust wasn’t there, mentorship never formed, and we never gained clarity around what we both needed to be successful.  

 

That experience, though very uncomfortable, became my greatest teacher. When I later joined Make-A-Wish Southern Nevada as CEO, I was determined to build something different. I wanted a relationship with my board rooted in trust, transparency, and respect. We operated as true partners, sharing challenges, celebrating wins, and leaning on each other’s strengths. That experience influenced how I lead today and why I now advocate for this same model of partnership with every CEO and nonprofit I work with.

I’ve lived both sides and know what’s possible when trust replaces hierarchy. 

 

The most important responsibility a board has is hiring the right leader for the season the organization is in. Does the nonprofit need a startup leader to build from the ground up? A turnaround leader to stabilize and restructure? Or a growth leader to scale and expand? When a board hires a sustainer in a season that requires a disruptor, or vice versa, expectations will never align. Understanding what stage the organization is in allows the board to hire the right leader at the right time and support them accordingly. 

 

The CEO’s most important job is to hold the vision, to see where the organization is going, and put the right people in place to make that vision a reality. That includes staff and board members. 

 

Does the organization need a working board, one that rolls up its sleeves and dives into operations? Or a fundraising board that leverages its network to grow resources and expand their reach? When the CEO has clarity about what’s needed, they can help recruit and engage the right board members to match the organization’s needs. 

 

The right CEO paired with the right board creates a powerful partnership that elevates everyone. It’s no longer about who sits above or below, it’s about working alongside each other. A partnership rooted in trust is the foundation of a healthy, thriving nonprofit.