The effectiveness of most all ministries relies on the health of the relationship between the board chair, the chief executive officer, and the chief development officer. Raising the funds needed to sustain and advance a ministry is, in its best configuration, a team effort involving all three people.

In my 25 years of not-for-profit work as a CDO, CEO, board chair, and consultant, I have seen some ministries flourish and others implode as a result of the success or failure of these relationships. Among the most common failures are a lack of clear expectations by all parties, a lack of accountability to hold to those expectations, mixing roles and blurring lines of responsibility and authority, poor communication, and a lack of agreement on a theology of development and a philosophy of leadership.

This brief article will address the six relational components (see diagram) found in these three relationships, and will offer a set of expectations that can be a guide for increasing the quality and effectiveness of these relationships.

The board chair (and the board) should expect that the CEO will:

• Understand and carry out the responsibilities for fundraising according to a personal theology of development. The board has a right to know and ask how the CEO understands the role of fundraising within the larger context of the overall ministry, and within his or her own understanding of the role of the CEO.
• Hire a CDO with a compatible theology. Theological agreement is essential if the ministry is to build a solid team for successful development work.
• Maintain a balanced workload, dedicating the appropriate amount of time to fundraising. This should flow out of a development theology.
• Be honest and candid with the board in all areas, especially with regard to the development work of the ministry.
• Build a bridge between the board and the CDO/development staff. This is essential if the CDO is to be effective and if proper working relationships and lines of communication are to be maintained between the development department and the board.

The CEO should expect that the board chair will:

• Build and lead a board that understands and supports the ministry's theology and practice of development.
• Hold board members accountable for agreed-upon performance goals in development work. Without accountability, no development effort will succeed. Boards need decisive and intentional leadership to enable them to play their role in the success of the development plan.
• Lead by example in giving and fundraising, and manage the board in doing the same. The board chair sets the example for the entire organization.
• Encourage the board's partnership in securing major/transformational gifts.
• Develop a board that is teachable. The board chair sets the tone for a board that learns and grows as an effective team.
• Exhibit spiritual maturity and a thirst for spiritual growth.

The CEO should expect that the chief development officer will:

• Operate from a personal and professional commitment to development as ministry. The CDO and CEO must be thoroughly united in their perspectives on Christ-centered development and its place as a ministry of the organization.
• Think and plan strategically. The CEO must be confident that the CDO is out ahead of everyone else in the organization in development planning.
• Use the president and board strategically. The CEO must have the confidence that the CDO has both the knowledge and the capability to use the CEO and board chair in effective ways.
• Facilitate development education for the president and board. The CDO is an educator and trainer, and the CEO must have confidence in his or her ability.
• Be a reliable and loyal partner. The importance of loyalty to the CEO cannot be overstated. Behind closed doors there must be openness and honesty. In every other arena there must be loyalty.

The CDO should expect that the CEO will:

• Lead according to a personal theology of stewardship and development. There should be no surprises for the CDO in how the CEO lives out the commitments to development work as ministry.
• Advocate for the development department within the broader organization and board. The CEO must be the champion of the department and continually advocate for its role as a ministry in the organization.
• Be willing to learn from the CDO and be used strategically in development work.
• Trust the CDO. If the CEO is to expect loyalty from the CDO, he or she must reciprocate by trusting the CDO implicitly.

The board should expect that the CDO will:

• Exhibit deep spiritual maturity and integrity. This should be the single most vital component in this relationship. If the board, the CDO, and the CEO are all committed to biblical stewardship and development work as ministry, then the spiritual maturity of the CDO and the development team should be the most valued aspect of this relationship.
• Be competent in their skills and reliable in their work. Confidence in the skills and character of the CDO is second only to spiritual maturity as a critical part of the board-CDO relationship.
• Guide the CEO in becoming a more effective fundraiser. Simply put, the board looks to the CDO to help the CEO become a better fundraiser.
• Lead and support the board's efforts to meet development goals. The CDO should play a significant role in helping the board set and achieve specific development goals.

The CDO should expect that the board will:

• Provide the CDO with appropriate access to the board to meet development goals. It is vital that the board chair communicate through the CEO to the CDO the expectations and limitations in the CDO-board relationship.
• Cooperate in implementing development plans. The board chair must ensure that the board is ready and eager to work with the CDO in setting and meeting development goals.
• Be willing to learn and to let the CDO train the board.
• Develop a culture of spiritual growth and leadership within the board.
• Have confidence in and encourage the CDO and staff.

Finally, here are a few steps to take to help your ministry build stronger relationships within your leadership team.

1. Agree to and communicate the expectations in all six directions. Write them down, share them widely, and gain consensus and ownership of these expectations.
2. Set policies and budgets according to those expectations. They must be integrated into the systems of the ministry.
3. Develop reporting, measurement, and accountability tools to support those expectations. Know how to spot trouble early.
4. When troubles arise, revisit the expectations. Don't let strained relationships endure. You have the expectations in place; use them to guide you out of difficulties that may arise.
5. Adjust the expectations as needed to meet the strategic goals of the ministry. As strategy changes, the expectations may need to change. The expectations should be organic, yet once they are established to serve the strategic plan, they must be followed carefully, measured frequently, and respected by all parties.

Developing stronger relationships in these six areas benefits not only the ministry, but most importantly, it benefits the donors who support the ministry and those whom the ministry serves. Donors have confidence in strong leadership teams, and ministries are more effective in carrying out their mission if these relationships are healthy and effective.

Article reprinted with permission from Outcomes, a publication of Christian Leadership Alliance © 2009 - 800.727.4CLA. Visit CLA's website to see what they offer your organization to help build leaders and enhance organizational effectiveness!

Article written by Scott Rodin who heads Rodin Consulting, Inc., in Spokane, Washington. He is former president of Eastern Baptist Theological Seminary in Philadelphia, and former president of the Christian Stewardship Association. He has served as fundraising counsel for more than 100 organizations in the U.S., Canada, and Great Britain. His books include The Seven Deadly Sins of Christian Fundraising, Abundant Life, and Stewards in the Kingdom.