Kiel & Nicholson (2003 p129) state that “a positive relationship between the board and the CEO is essential to the health of the company”. The Executive Director is “an expert in providing infrastructure for the artistic process” (Klein 1999 p13), able to guide the Council by carrying out decisions and using them to support cross-examination of proposals. However, Fishel (2003 p7) describes the nature of a CEO's relationship with his board of directors as more subtle in non-profit organizations than in commercial sectors. This is “a volunteer board that oversees the work of a professional CEO” (Fishel 2003 p7) that creates certain areas of focus for the arts executive. As an executive officer I would like to: -Build rapport on an individual level, meet informally over coffee and build a strong relationship from the start. “Allow others the opportunity to identify with you as a person” (Byrnes on Kotter, 2009 p 229). -Be clear about meeting dates/times/locations. Board members are typically busy, overly busy people who will appreciate clear communication about meeting dates and times set well in advance. -Keep board members informed; Email an update between monthly meetings on less formal matters keeping everyone in touch. Also confirm that members are on the event's VIP lists. - Ensure that no new information is presented during a Board meeting. The prepared information must be disseminated together with the agenda no less than 48 hours before the meeting. This gives members two nights to read and digest the information before meeting as a group to discuss the issues at hand. - Ensure that the information presented in the documents has been clearly constructed with the decision questions identified. List positive and negative findings to feed into the administrative process. Financial documents should highlight particular points of interest so that board members don't have to analyze the numbers themselves. Maintain a balance during board meetings between business and strategic decisions and artistic discussion so that board members feel like they are involved in the creative process. In addition to these points, the CEO should use advice in difficult decision making so that no individual has made the decision. If an EO were to act alone in this process it would not be in the best interests of the company, the most important characteristic of the executive (with thanks to Chris Clark, General Manager, Melbourne Youth Music). Provided that the EO clearly identifies the strengths and connections of each Board member, he or she will engage them in particular discussions.