We are delighted to share a guest blog post from Lisa Pinney MBE, CEO of the Mining Remediation Authority. In this blog, Lisa shares five reflections on building a strong relationship between the Chair and CEO of an organisation.
The relationship between a Chief Executive and their Chair is one of the most important in any organisation. When it works well, it creates the conditions for good governance, confident leadership, and a shared sense of purpose. I’ve been fortunate to work with a number of excellent Chairs over the years and, earlier in my career with a number of Chair and CEO combinations. While each relationship is unique, there are common threads that have helped those partnerships thrive.
Here are five reflections that I hope will resonate with others navigating this vital relationship:
1. Trust is Everything
Trust isn’t something you can demand, it’s something you build. For me, it starts with being open, honest, and consistent. That means sharing the good and the bad, being clear about what you need, and being willing to listen. A Chair who trusts you will back you when it matters most. And in return, they need to know you’ll be straight with them, even when the news is difficult.
I’ve found that trust is also about intent. When both the CEO and Chair are focused on doing the right thing for the organisation and the people it serves, it creates a strong foundation for everything else. It takes time to build trust, but the sooner you can have conversations about your collection visions for the organisation and what truly matters then the better you can work together.
2. Clarity of Roles, But with Flexibility
It’s important to be clear about who does what. Fundamentally the Chair leads the Board, ensures the strategy of the organisation is set and holds the organisation accountable whilst the CEO leads the executive management team and runs the business. But there’s a huge difference in how this can work at a practical level between difference pairings and of course things can be different at points in an organisations journey, during challenging times or particularly situations.
What matters is that you’re aligned on the big picture and that you both understand how best to work together. That alignment doesn’t happen by accident. It takes time, conversation, and a willingness to adapt. Ideally it also means honesty if something isn’t working well or doesn’t feel clear – which brings us back to trust.
3. Communication is a Two-Way Street
I’ve always valued regular, informal check-ins with my Chair. Yes, there are formal meetings and papers, but it’s often the quick calls or texts that make the biggest difference. A “just checking in” message can be the thing that helps you spot an issue early or gives you the confidence to keep going.
It’s also about tone. I try to be calm and straightforward, especially when things are tough. That helps create a space where we can talk honestly, challenge each other constructively, and stay focused on what really matters.
This again builds on the points above. Knowing each other as people helps you to navigate when someone is having a tough day or something more challenging or uncomfortable is on someone’s mind, and improves the quality of input and advice in both directions.
4. Shared Values and Purpose
At the Mining Remediation Authority, we’re here to support communities impacted by historic mining and to create a better future for people and the environment. That’s a big responsibility and it’s one I know my Chairs have always taken seriously. When we reworked our Mission, Purpose and Values the Board were very involved and the Chair and I had some really meaningful conversations along the way. Language matters and different perspectives really help to tease that out. The same has been true in setting our 10 year Vision and 3 year Business Plans – you have to revisit your purpose and values and make sure there is a consistent understanding of what matter.
When the CEO and Chair are aligned on values and purpose, it shows. It shapes how decisions are made, how challenges are tackled, and how success is defined. It also helps set the tone for the wider organisation. People notice when their leaders are pulling in the same direction.
5. Resilience and Support
Leadership can be lonely, especially in a crisis. I’ve had my fair share of difficult days, whether it’s dealing with emergencies, political pressure, or the weight of responsibility. In those moments, having a Chair who is calm, supportive, and constructive makes all the difference.
I remember a time at the very beginning of the Covid19 crisis when we’d sent everyone home for the first lock down and I drove home that evening with my head full of noise and thoughts about how to lead a frontline operational organisation through this. My Chair called me at 7am the next morning and told me he believed in me, to trust my instincts and that he knew that the team and I would handle this well. It was probably the most important conversation I’ve ever had – and it meant the world.
It’s not about always agreeing. In fact, some of the most valuable conversations I’ve had with Chairs have involved challenge. But it’s challenge that comes from a place of mutual respect and shared commitment. That’s what makes it powerful.
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Lisa Pinney joined the Mining Remediation Authority as CEO in 2018. She has extensive experience in senior leadership across the public sector, having previously worked in a range of roles at the Environment Agency. Lisa has a range of Non-Executive Director experience across public, charity and private sectors, and served as a member of the Board at Association of Chief Executives from 2023-2025.