Kiel & Nicholson (2003 p129) state that “a positive relationship between the board of directors and the CEO is essential to the health of the company”. The chief executive is “an expert in providing an infrastructure for the artistic process” (Klein 1999 p13), in place to direct the board in pushing forward decisions and using them as support to cross-examine the proposals. However, Fishel (2003 p7) describes the nature of the relationship between a CEO and his or her board of directors as being more subtle in a non-profit organization than in commercial sectors. This is a “volunteer board of directors overseeing the work of a professional CEO” (Fishel 2003 p7) creating certain areas of focus for arts management. As an executive, I would: - Build individual relationships. , meet informally over coffee and build a strong relationship from the start. “Allow others the opportunity to identify with you as a person” (Byrnes on Kotter, 2009 p 229). - Be clear about meeting dates/times/locations. Board members are typically very busy, highly engaged people who will appreciate clear communication about meeting dates and times set well in advance. - Keep board members informed; Email an update between monthly meetings on less formal matters to keep everyone connected. Also confirm that members are on the event's VIP lists. - Ensure that no new information is presented at a board meeting. The pre-agreed information must be distributed with the agenda at least 48 hours before the meeting. This gives members two nights to read and digest the information before coming together as a group to discuss the issues at hand. - Ensure that the information presented in the documents has been clearly constructed and that decision-making problems have been identified. List positive and negative results to feed into the administrative process. Financial documents should highlight particular points of interest so that board members do not need to analyze the numbers themselves. - Maintain a balance at Board meetings between business and strategic decisions and artistic discussions so that Board members feel involved in the creative process. In addition to these points, the CEO should utilize the board in the difficult decision-making process so that no one person is given the impression that they made the decision. If an EO were to act alone in this process, it would not be in the best interests of the business, the most important characteristic of the leader (with thanks to Chris Clark, Managing Director of Melbourne Youth Music). Provided the EO clearly identifies the strengths and connections of each Council member, it will involve them in specific discussions..