At the same time, boards and CEOs are operating with high expectations.

“Boards are looking for performance, nimbleness, and agility from leadership teams,” said Mike Magsig, Managing Partner of DHR’s Global Board and CEO Practice Group. “Meanwhile, there’s been a weakening of the communication bonds between boards and CEOs, and that shift adds to the expectations each side carries.”

CEOs are feeling this dynamic as well.

“CEOs are demanding more of their boards because more is being demanded of them,” said Heather Smith, Managing Partner of DHR’s North America Board and CEO Practice. “Some boards haven’t been refreshed in a while, and CEOs are realizing they may not have the solid support they need.”

In this climate, trust serves as the foundation for effective governance. It powers resilient board–CEO relationships and enables decisive alignment when disruption and uncertainty test leadership. Volatility will continue, and challenges will arise, but organizations succeed when the board and CEO act in concert. That alignment is possible when trust is durable, expectations are clear, and communication is candid.

Identify the Forces That Erode Trust

Trust weakens when structural, cultural, and informational pressures collide. Boundaries regarding oversight and management are one fault line.

“The line of demarcation has blurred,” Smith said. Boards are becoming more involved in strategic issues, and CEOs want enough autonomy to run the company without micromanagement.”

Culture and misaligned values can also destabilize trust.

“A breakdown in board culture can lead to deeper problems,” Magsig added. “Boards need dialogue between the Chair and the CEO about what aspects of the culture should remain and what might need to change.”

Information flow is another point of strain. Smith cautioned that overly positive reporting is a warning sign.

“If everything is great all the time, that’s concerning,” she said. “Boards need transparency about risks and potential problems – not just what’s going well.”

Rapid technological advances exacerbate these stresses.

“Many companies are struggling to define their AI strategies,” Magsig said. “In addition, boards may not be sure about how quickly quantum computing will change the workplace. Companies need to be skating where the puck will be.”

Recognize the Hallmarks of High-Trust Relationships

Despite increasing complexity, high-trust board-CEO relationships share several defining traits.

One of the most important is how consistently the two sides stay connected. Rather than relying on scheduled board meetings, sporadic updates, or crisis-driven conversations, they build a steady cadence of communication into their working relationship.

“A standing monthly call between the CEO and the board chair is one of the best practices we see,” Smith said. “It keeps concerns from becoming crises and ensures both sides stay informed.”

Expectations must also be clear.

“Neither the CEO nor the board chair should surprise the other,” Magsig said. “Say what you’re going to do and do what you say. And if you can’t, the other party should be the first to know.”

Early candor reinforces trust. Therefore, bringing concerns forward as they happen shows commitment to keeping the board educated and engaged, Smith said.

Informal interaction strengthens the partnership further.

“Some of the strongest boards I work with have monthly breakfasts or lunches between the chair and the CEO,” Magsig said. “Those touchpoints deepen the relationship and support quicker pivots.”

Strengthen Trust Through Governance Discipline

Strengthening trust requires discipline in how boards and CEOs structure their work together. Smith emphasized that director refreshment may be critical as boards confront issues many directors have never managed firsthand.

“Some directors haven’t had operational exposure to today’s challenges, especially around AI and cyber,” she said. “Education through experience is essential.”

Her point reflects the need for boards to build a shared understanding of emerging risks so that oversight keeps pace with operational realities.

Continuing education has become a governance responsibility rather than a professional development item. Directors need fluency in emerging issues such as AI and cybersecurity while also maintaining strong fundamentals in finance, risk, and strategy. This learning occurs collectively so the board can reason effectively together and individually, so experts can contribute across governance topics. CEOs provide operational context, and board chairs ensure directors receive timely briefings. When directors invest in structured education, they strengthen oversight and reinforce trust with the CEO.

Planning expectations are shifting as well. Magsig noted that organizations are shortening their strategic horizons to maintain alignment in rapidly changing markets. Frequent reviews allow directors and CEOs to recalibrate priorities before challenges escalate.

“I’ve seen plans capped at two years, with milestones every three to six months,” Magsig said. “The pace of change requires faster adjustments.”

Many organizations now review strategic alignment quarterly because they view responsiveness as a core governance discipline.

Risk oversight is also increasingly at the forefront for boards and CEOs. Smith pointed to the expanding role of risk committees and the value of early visibility into potential threats.

“Having a board structure focused on identifying potential risk early helps prevent surprises,” she said.

Both leaders also stressed the importance of structured feedback. Regular assessments – from traditional board evaluations to comprehensive 360-degree reviews – create transparency around expectations and strengthen communication. When directors and CEOs engage openly in these discussions, they reinforce accountability and build the foundation for sustained trust.

Commit to the Work That Builds Long-Term Confidence

High-trust relationships require sustained attention across the governance cycle.

“Acknowledge how important this relationship is,” Smith said. “It’s mutually important for both sides, and it needs ongoing attention.”

Magsig emphasized the discipline that supports aligned leadership.

“There will be surprises in today’s climate,” he said. “Be proactive in bringing them forward. Again, say what you’re going to do and do what you say.”

As volatility accelerates, the board–CEO partnership becomes a central pillar of organizational resilience. When trust remains strong, companies can approach uncertainty with clarity, discipline, and unity – even under significant pressure.