Reaching the CEO: straight talk about communicating with the chief staff executive.

As the incoming chief elected officer of your association, you probably already have a full-time job. So does your chief staff executive. And part of that job is to adapt to your communication style and time limitations. If the executive is experienced, this shouldn't be a problem. But if the

1. When? To figure out the best times to get in touch, you must consider everything from time zones to how each party feels about being called at home, to the routines of each other's schedules. As an executive director, I worked with one board chair who liked to call from a cell phone on the way to work, when he knew he wouldn't be interrupted. Others might prefer to talk later in the day, but if the chief staff executive is also the association's chief lobbyist, late afternoon and evening functions may interfere with regular communication at those times.

Because the best times to communicate are deeply influenced by your time limitations and work schedule, share those details up front. Be especially clear about seasonal or other recurring busy times when communication needs to be kept short. Also learn each other's signals for ending the conversation or changing the topic. I quickly figured out that when one board chair said, "Yeah, I hear you," it really meant, "I don't want to hear any more on this."

[ILLUSTRATION OMITTED]

2. How frequently? Some chief elected officers start out calling weekly or even daily. Often the frequency is high at first and tapers off as your confidence in the chief staff executive and your own knowledge of the association's issues increase. But the answer to the frequency question may depend on whether travel brings the two of you together regularly and on the availability of other forms of regular communication, such as informal e-mails or newsletters sent to the board and leadership.

3. How? The answer to this question usually depends on technology preferences. Some people use e-mail heavily; others never open it. Effective electronic communication requires awareness of each other's e-mail style, including knowing how often each party checks e-mail and being able to read for tone as well as content. Until you're thoroughly comfortable with each other, voice communication will lead to fewer misunderstandings, hurt feelings, and missed deadlines. A key step is to know the names of each other's assistants and call screeners and to become aware of sensitivities to being interrupted.

Cell phones greatly improve the chances of connecting the first time--or at all. If you don't have a cell phone, a one-year contract would be a good investment for the association. You and the chief staff executive should also exchange phone numbers of people (work and home) who would know your whereabouts when you must get in touch immediately.

4. What issues? Be sure to ask your chief staff executive what big concerns he or she foresees for your association in the year ahead. Similarly, be open about issues that are on your mind, the legacy you want to leave, and any promises you may have made to others.

Topping your list of rules for good communication should be no surprises. That means conveying bad news quickly and personally. One person told me, "Whenever I get bad news, it is always a voice mail. And whenever it is good news, it comes in person." I recommend against leaving bad news in the voice mail box. You cannot gauge the reaction, ask a confirming feedback question, or provide an immediate answer to the first few questions racing through the recipient's mind.

Long-distance relationships can, and do, work. But they bring communication challenges and burdens to both parties. We all have our pet peeves, our likes and dislikes. Take time early on to be clear about what would enhance your relationship and what would harm it. Consider getting an outside mentor, coach, or facilitator to develop a mutually agreed-upon framework for communication--or you could make ASAE's Symposium for Chief Elected Officers and Chief Executive Officers an opportunity to have this conversation. But the most important thing is to have it--and the sooner the better.

BY DOUGLAS M. KLEINE, CAE

Douglas M. Kleine, CAE, is executive director of the National Association of Housing Cooperatives, Washington, D.C. E-mail: dougnahc@aol.com.