Credit Union Times' latest online voting poll (see www.cutimes.com) asking why credit union CEOs get terminated, poses an interesting question. The number one reason I have seen is, "The CEO falls out of favor with the board for reasons other than fiduciary performance." Here's my take on it, based on 35 years hands-on experience as a consultant. The two key dynamics, which are critical to developing and maintaining sound board/CEO relationships, are the technical excellence of the decision-making process, and the politics of the decision-making process. While most CEOs are technically competent and professionally grounded, too many fail to develop good political skills and how to manage the human dynamics involved. Once the CEO ascertains what politics – individual preferences, prejudices, value systems, experiences, special interests, and other human dynamics – are involved in each situation, he/she then can take appropriate steps to sell his/her proposals, recommendations, and decisions. Another real problem that many CEOs create is how they see their policymaker group. Some see them as partners, some see them as spectators, some see them only as a necessary evil. And as Zig Ziglar once said, "How you see them, is how you treat them, and how you treat them is what they often become." Some really become evil. Ray Bauschke General Manager Bauschke & Associates Winnipeg, Manitoba, Canada