The relationship between a new CEO and the board chair often determines whether a transition succeeds or stalls
The relationship between a new CEO and the board chair often determines whether a transition succeeds or stalls.
From what I’ve seen, the partnerships that work best start with a few simple but powerful conditions:
• Shared values — agreement on what kind of culture they want to build and protect
• Clear priorities — alignment on the 2–3 things that matter most in the first year
• Expectations and goals — a shared understanding of what success looks like and how progress will be judged
• Open communication — an honest, consistent cadence so issues surface early, not when it’s too late
When these basics are in place, the odds of success rise sharply. At Eagle Talon, we ask hard questions to test whether that foundation is real:
— Does the board-chair relationship give the CEO clarity, or create more noise?
— Do conversations stay steady when challenges hit?
— Is the CEO getting real support to execute — or just empty gestures for appearances?
Strong transitions don’t happen by chance. They happen when boards and CEOs build trust early, define success plainly, and communicate honestly.