According to the Washington Post, the CEO of the Boys and Girls Clubs of Greater Washington completed a "negotiated resignation" following "the recent appointment of a new Board Chair. At the crux of the resignation, the CEO states that discussions with board members revealed plans for the new Board Chair to have a broader role and be more active than the previous Chair.

There are all kinds of various issues that certainly surround this case (like the disposition of certain properties) but I find the processes much more interesting. It appears as though the board was unhappy with the CEO's decisions and rather than overtly express this (or perhaps conduct an evaluation measured against results-focused goals) they decided to change their own leadership and give themselves, or at least their chair, new authority to get results that would be more satisfying.

This saga is a great lesson in nonprofit governance and more importantly, board:exec relationships. Great fodder for a case study.