Most chief development officers (CDOs) genuinely like--and fully respect--their institution's leadership. Considered by many the most important professional relationship at an educational institution, a strong CEO-CDO connection takes insight, planning, and persistence on the part of the development officer. Theirs is a delicate relationship frequently tested in public places and in tight quarters. The ease of finding fault can be great--not unlike the harsh light one might shine on a dear friend or family member. Yet given the proper care and attention, a CDO's partnership with the CEO can be grounded in shared purpose and unstoppable in action. The two organizational pillars are so interdependent that a strong bond between them is critical. Their relationship is strengthened by communicating openly, valuing the skills each brings to the table, and devoting time and resources into making their collaboration work. And it will likely require, experts and practitioners advise, that both the president and the development officer exercise a little flexibility, show a little compassion, and extend a little forgiveness. Fundraising is a shared responsibility. Development officers, board members, deans, and alumni all play major roles. At the end of the day, however, the heaviest burden falls on the CEO and CDO to negotiate the challenges of love and money.