“Transitioning to CEO” Roundtable – Wins, Learnings and Pitfalls to Avoid

At a recent first-time CEO roundtable hosted by Tribe Executive, first-time Chief Executives discussed what challenges they face and what they need to know about building a strong relationship with their Chair and Board. The roundtable was Chaired by Murray Jordan, an experienced ex-CEO, now an experienced Non-Executive Director, and Chair.

1. Understand the Power Dynamic - And Lead It

Many first-time CEOs make the mistake of seeing the board as a group to manage or please. The truth? Your job is to lead with them. The most effective CEOs take charge of the relationship early, setting the tone for open communication and shared accountability.

While the chair’s most critical role is hiring, and, when necessary, replacing the CEO, a good chair also wants to see you succeed. Make it easy for them to help you by being proactive, transparent, and prepared. Establish regular touchpoints:

• Weekly check-ins with your chair

• Monthly updates with key directors

• and, importantly, informal contact between meetings.

This cadence builds familiarity and trust, preventing misunderstandings and surprises.

2. Build Trust Through Clarity and Boundaries

New CEOs often overcorrect in one of two directions: oversharing every operational detail or holding things too close. Both extremes undermine confidence. Share what matters, strategic insights, risks, and progress. But avoid using the board as a sounding board for every challenge.

Equally, be courageous enough to set boundaries. If a board request threatens to derail execution, say so. Strong leaders push back diplomatically, helping their boards stay focused on strategy rather than operational distractions.

3. Shift from Execution to Vision

One of the biggest challenges for new CEOs, especially those promoted internally, is moving from “doing” to “leading.” Your job is no longer to carry someone else’s vision; it’s to create your own.

You may feel the absence of the internal networks or support you had in your previous role. That’s normal. Focus on building a trusted leadership team and leveraging your chair as a sounding board. Think like an architect, not a builder, design the system, rather than trying to operate every part of it.

4. Get the Relationship Right with Your Chair

Think of your chair as your closest professional ally. The chair–CEO relationship works best when it’s founded on transparency, mutual respect, and shared purpose.

The best chairs make themselves visible beyond the boardroom, attending company events, engaging with staff, or joining informal team sessions. As a new CEO, you should encourage this. It helps the chair understand your organisation from the inside out and builds their confidence in your leadership.

Don’t underestimate the power of informal connection either. Many strong chair–CEO relationships are strengthened over coffee catch ups, phone calls, or informal pre-meeting dinners where tough conversations can happen off the record.

5. Prepare for Tough Conversations Early

Few topics create more tension than remuneration, performance reviews, and long-term incentives. Address these early, openly, and with a long-term lens. It’s far easier to agree on principles upfront than to renegotiate under pressure later.

The same applies to crisis management. Discuss how you’ll handle surprises, whether that’s a cyber-attack, operational failure, or reputational challenge before they happen. Even running through a simulation together can build confidence and alignment.

6. Manage Transitions with Emotional Intelligence

If you’re succeeding a long-serving CEO, tread carefully. It can be tempting to make sweeping changes to signal your leadership, but the first months are about listening, understanding, and identifying the cultural undercurrents that matter. Lead with curiosity before conviction.

At the same time, recognise the human side of leadership transitions, both yours and your team’s. Moving from peer to leader of your executive team can be awkward. Be clear about expectations, give people time to adjust, and build a culture of trust early.

7. Cultivate the Right Support System

Leadership can be lonely, especially at the top. Many successful CEOs treat their own growth with the same discipline as elite athletes, drawing on coaches, mentors, and trusted peers. Don’t wait for burnout or crisis to build that network.

Even small gestures of empathy make a difference. Ask your chair how they’re doing, not just how the board is. Leadership is a two-way relationship, and a little human connection goes a long way in strengthening it.

8. Stay Future-Focused

Your relationship with your board isn’t static, it evolves. Early on, your goal is to establish credibility and clarity. Over time, it becomes about vision and growth.

As boards modernise, they’re moving away from rigid six-weekly meetings toward ongoing, dynamic engagement. Embrace this. Stay connected between meetings, involve directors in meaningful ways, and bring them closer to the business. The more your board understands your world, the more effectively they can help you navigate it.

The Bottom Line

As a first time CEO, and transitioning from a functional executive role, your success depends on more than performance, it depends on partnership. A strong, transparent relationship with your chair and board can amplify your impact, accelerate decision-making, and strengthen organisational trust.

Lead that relationship with clarity, courage, and curiosity. It’s not about managing up; it’s about building the foundation for a lasting legacy.

Tribe Executive specialises in Executive Search, Board Appointments and Advisory.