The board-CEO relationship has always been at the heart of effective corporate governance. Yet, in today’s fast-changing business environment, that relationship faces more pressure than ever. Increased scrutiny on CEO performance, shorter executive tenures, and heightened expectations for board engagement are reshaping how boards and CEOs collaborate — and sometimes, how they clash.

Recognizing these growing challenges, the National Association of Corporate Directors (NACD) has released new guidance titled “Building a High-Trust Board-CEO Relationship.” The report offers actionable recommendations designed to rebuild alignment, strengthen trust, and help both boards and CEOs lead with greater purpose and accountability.

Why the Board-CEO Relationship Is Under Pressure

The NACD’s findings reveal three converging forces reshaping the board-CEO relationship.

1. Greater visibility and accountability: CEOs are now more exposed to public, investor, and employee scrutiny, forcing them to deliver results faster under the spotlight.

2. Shrinking tenures: Many CEOs and senior executives are navigating transformation with shorter time horizons and limited precedent, intensifying decision-making pressure.

3. Evolving board expectations: Boards are expected not just to oversee, but to act as strategic advisors — offering nuanced expertise, real-world experience, and access to networks that drive growth.

When these pressures collide, trust often erodes. Directors may overestimate their value to the CEO, while CEOs may feel their boards “don’t have their back.” NACD emphasizes that trust must be built by design — not by default.

How Boards and CEOs Can Build and Operationalize Trust

The NACD’s framework outlines three pillars for a high-trust board-CEO relationship:

1. Building the Trust Foundation: Clearly define roles, responsibilities, and expectations. Establish how the board and CEO will work together, and empower the independent board leader as a key relationship linchpin.

2. Operationalizing Trust: Reinforce trust through everyday actions — regular communication, meaningful evaluations, transparent executive sessions, and support for the CEO’s overall well-being.

3. Leveraging Trust for Strategic Impact: Turn trust into results by maximizing the board’s role as a strategic advisor and ensuring the board’s composition aligns with company strategy and long-term value creation.

NACD stresses that most of this work happens outside the boardroom — in consistent, intentional behaviors that reinforce shared accountability.

The Future of Governance: Leading with Trust and Intentionality

At its core, the NACD’s guidance reminds us that a strong board-CEO relationship is not about hierarchy — it’s about partnership. When trust is nurtured through transparency, communication, and clarity of purpose, it becomes the foundation for navigating disruption and driving sustainable performance.

Boards and CEOs alike should view this as a call to action: to reexamine how they communicate, collaborate, and support each other in advancing corporate goals. Because in today’s environment, trust isn’t just an enabler — it’s a strategic advantage.