AGB President & CEO Update: Building and Strengthening Relationships

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Happy New Year! I hope that the winter holidays were restful and restorative and that you have embarked on 2025 with a renewed sense of purpose.

One of my resolutions for the year is to continue to build relationships across our organization, our membership, and our industry. In these challenging times, raising a collective voice is more important than ever. American higher education must begin this year with its own renewed sense of purpose that places the success of our students, the well-being of our workforce, and the financial sustainability of our institutions at the fore.

One key to this work is building strong board relationships. This year, I encourage you to think about the strategic relationships between the board and the president, among board members, and between board members and key constituencies. What relationships need a little extra care? Which ones need to be fostered for the first time? And how are board members assessing the way they relate to one another and work together in support of the institution?

Why It Matters 

Strong board relationships are the foundation of good governance. It is through these relationships that board culture is created, the smooth functioning of shared governance is assured, and leadership is supported.

In examining these relationships, four stand out as key for any board:

Intra-board. Highly functioning boards are marked by respect and collegiality, ensuring that board members feel that they can engage in robust, thoughtful debate and strategic decision-making on the merits, not based on personal agendas or inter-board factions. When relations between board members begin to fracture, it’s vital that board leadership move quickly to address the issue before the work of the board is derailed.

Chair and president. While every president understands the importance of cultivating and connecting with their entire board, the relationship between the board chair and president is particularly significant. A productive working relationship characterized by open communication and regular collaboration sets the tone for the rest of the board and the institution.

Internal. Shared governance relies on constructive working relationships among the board, the administration, and the faculty. When these partners are tapped for their expertise and invited to weigh in on key institutional decisions, with the understanding that the board retains fiduciary responsibility, the board is fulfilling one of its most important roles.

External. In addition to ensuring the strength and stability of the institution over the long term, boards must build relationships with a wide variety of audiences, including students, employees, alumni, community members, and business leaders. These opportunities to learn more about how the institution is meeting the needs of its most important partners are also occasions for board members to serve as ambassadors for both the institution, offering insight into decision-making processes and future plans, and for higher education broadly.

Highly functioning boards build the cultivation of these relationships into their regular work but also take regular opportunities to check in on the quality and strength of their internal and external relationships.

Go Deeper 

• Board Fundamentals: Board Structure and Culture 
• Board Statement: AGB Board of Directors’ Statement on Shared Governance 
• Book: An Anatomy of Good Board Governance in Higher Education 
• Report: Collaborative Leadership for Higher Education Business Model Vitality 
• Report: Shared Governance: Is OK Good Enough? 

Strategic Questions

In monitoring and assessing board communications, it is helpful to ask some strategic questions:

• Intra-Board Communication: How effective is our board’s communication strategy in fostering open dialogue and collaboration among members? Are there opportunities to enhance transparency and trust within the board?
• Board-President Relations: Does our board have a healthy, transparent, and collaborative relationship with the president? Does our board chair communicate regularly with the president?
• Board Culture and Cohesion: What steps are we taking to ensure a positive and cohesive board culture that supports robust debate and strategic decision-making? How do we address and resolve conflicts when they arise?
• Board and Faculty Engagement: How does our board engage with faculty to ensure their expertise and perspectives are integrated into strategic decision-making? Are there established channels for regular and meaningful interaction?
• Stakeholder Feedback Mechanisms: What systems are in place for gathering and responding to feedback from key stakeholders, such as students, alumni, and community partners? How does this feedback inform our board’s strategic priorities?
• Board and Administration Synergy: How well does our board collaborate with the institution’s administration to align on strategic goals and initiatives? Are there areas where this partnership could be strengthened?
• Community and Business Partnerships: How is our board cultivating relationships with local businesses and community leaders to support institutional goals and initiatives? Are we leveraging these partnerships effectively?
• Alumni Relations: How actively is our board engaging with alumni to foster a sense of community and support for the institution? Are there new opportunities to involve alumni in board initiatives?
• Board Member Onboarding and Development: What processes are in place to onboard new board members and ensure they are well-integrated into the board’s culture and operations? How do we support ongoing development for all board members?

Next Steps 

Fostering and building strong relationships is at the heart of several upcoming AGB events that I hope you will plan to attend. The AGB team regularly hears that these gatherings not only strengthen relationships between those serving an institution but also offer rich opportunities to connect with colleagues at other institutions.

The Board Professionals Conference, March 29–31 in Chicago, Illinois, created for board professionals, by board professionals, will offer insights into the challenges ahead and help create connections between those in this role who are indispensable to the efficient and effective functioning of our nation’s boards. Register now.

The National Conference on Trusteeship, March 31–April 2 in Chicago, Illinois, is AGB’s largest annual event and offers trustees and institutional leaders the opportunity to engage with the biggest issues facing higher education, gain fresh perspectives on shared challenges, and connect with colleagues from across the country and around the world. Register now.

I hope to see you this spring in Chicago.

Fram