Level Up Your Leadership

Building the Relationships Boards and CEOs Need

By Dr. Ron Mahurin, Senior Consultant, Design Group International

We’ve all heard the expression “Are you on the level?” It’s not exactly an inviting question—it feels suspicious, even accusatory. But let’s pivot. There’s a different kind of leveling that leaders need to pay attention to, especially in today’s fast-moving, high-stakes environment.

In my work with CEOs, presidents, boards, and nonprofit executives, I’ve noticed that one of the most persistent barriers to progress isn’t time, money, or staff. It’s broken communication. In nearly every organizational challenge I’ve encountered—whether stalled strategy, low morale, or board-president friction—the root cause is rarely lack of resources. It’s fractured relationships and unclear communication. And most leaders don’t see it until it’s too late.

Communication breakdowns happen in every direction: from CEO to board, board member to board member, staff to leadership. It’s a hidden drain on energy and trust. So, when I meet with leadership teams, I ask a different kind of leveling question: What level of communication or trust do you believe exists within this organization? How do you assess the depth and effectiveness of those relationships? And what’s the cost when they’re not working?

In their insightful book Humble Inquiry: The Gentle Art of Asking Instead of Telling, Ed Schein and Peter Schein describe four levels of human relationships:

• Level Minus One – Defined by domination and intimidation. These are psychologically unsafe environments built on fear and control.
• Level One – Transactional relationships: “I need something from you, and you from me.” These are functional, but shallow.
• Level Two – Personal, cooperative, and trusting relationships. Here, communication is open, responsibilities are shared, and mutual respect is high.
• Level Three – Intimate relationships, like deep friendships or long marriages—not typical in professional settings.

“The leadership of the future needs to create conditions that stimulate and scale Level Two relationships... We actually have to accept the complexity of our interdependence and build organizations based on a new level of relationships.”

Level Two is where effective leadership lives. These relationships aren’t about becoming best friends—they’re about building trust, sharing responsibility, and operating as a cohesive, interdependent team. They’re essential in today’s complex and fast-changing work environments.

And yet, too many organizations default to Level One relationships: transactional, results-driven, and emotionally disconnected. This often leads to short-term wins and long-term dysfunction.

Creating Level Two relationships takes intentional effort. It requires a learning mindset, a commitment to interpersonal growth, and structures that allow trust to take root.

This is especially true in board governance. The press of regular board business, infrequent meetings, and the challenge of board recruitment all mitigate against the deep relationship-building needed for high-functioning governance.

A practical solution? Schedule a board retreat every two to three years—focused not only on strategy but on strengthening the bonds between board members and between the board and the CEO. These retreats create space for deeper conversations, renewed trust, and a shared sense of purpose. In my experience, they transform boards from transactional bodies into collaborative teams.

If this resonates with you, let’s talk. Whether you’re preparing for a board retreat or exploring ways to deepen trust within your leadership team, I’d be glad to offer a fresh perspective. Email me at ronm@designgroupintl.com to schedule a conversation. It could be the right time to level up

Walking alongside,

Ron Mahurin

Senior Consultant
Design Group International

.t yourself in an immersive environment. Visit an aquarium where you can be surrounded by fish.