The relationship between the chief administrative officer (CAO) and the assistant chief administrative officer (ACAO), whatever form and title those positions take, is an important one.

Depending on the size and set up of the organization, it can lay the foundation for a strong culture of collaboration, trust, and fun (yes, fun!) in the office and among employees. Conversely, if that particular relationship is not a healthy one, the cultural consequences can be significant.

The COVID-19 crisis tested our strength as leaders and our professional relationships. In my case, I will be forever thankful that my boss and I got a great start to our working relationship because it put us in a strong position to manage our city’s response to COVID-19.

Patrick Goff, Wheat Ridge City Manager, hired me as the administrative services director in January 2019. This is my first time in an ACAO role, but I was no stranger to playing right hand to a leader. Therefore, at the interview stage, I knew I needed to get to know Patrick before deciding if I wanted the job (if I was lucky enough to be the finalist). My final interview for the job was a casual coffee with Patrick. We talked about our personal and professional lives, and learned we both like to travel and that we each own black Labradors.

I asked him to share anything he was concerned about with regard to me as a candidate. He said he was a bit concerned about my energy level—it’s high!—that I might overwhelm employees and he asked me to address that. I appreciated his candor and honesty and realized I would be working with someone who would give me solid feedback. It sealed the deal for me and I realize now that getting comfortable with each other before the work began was key to starting off on the right foot.

In our first meeting on the job, thanks to some great advice I received, I came prepared with the following questions for Patrick:

How will I know when you are disappointed in my work?

It’s very important to agree on how feedback will be communicated because you need to know when you haven’t hit the mark. Your CAO can’t be worried about how you will react, so get clear on that.

How and when would you like me to communicate with elected officials?

Your boss’s relationship with their bosses is sacred. Don’t overstep, and make sure you maintain professional boundaries. Understanding your CAO’s expectation for communication with elected officials is key.

Are there any pressing matters I need to attend to right now?

Right out of the gate, I wanted to know what our priorities were and where I should focus my attention.

The candor of our early conversations continued through the invaluable weekly meetings in my first year. We figured out how to riff off of each other; something that gives the staff we work with a kick. I learned where the guardrails are; when to inform or ask for guidance or permission.

Looking back at the challenges of the last 15 months, I am so grateful that Patrick and I got off to such a great start. Being intentional in your approach to building a relationship with your CAO will pay dividends for your organization and your own job satisfaction. It is a key relationship and your organization needs you to get it right.

ALLISON SCHECK is administrative services director of Wheat Ridge, Colorado.