…a very real and challenging moment of leadership. CEOs need feedback and recognition, especially through unchartered times. For now, a message of appreciation and support will help, but eventually CEOs… Continue Reading How Should You Evaluate Your CEO’s Performance This Year?
…long-term view. In this new paradigm, the chair, CEO, and corporate secretary will need to revisit the board’s forward calendar and adjust the board’s meeting rhythm to reflect both the… Continue Reading Chairing in the New Paradigm
Was your board in the middle of a CEO transition when COVID-19 hit? You’re not alone. With a median global CEO tenure of five years[1], many boards have found themselves… Continue Reading 10 Questions Boards Should be asking About CEO Transition
…both the CEO and the chair. For example: When a new CEO or chair comes into the role When there are significant organizational changes – a new strategic plan, an… Continue Reading The Chair-CEO Relationship During a Crisis
…CEO, is now commonly referred to as the HRC and is expanding to oversee broad human capital matters throughout the organization. With a close lens on the CEO, a wider… Continue Reading Succession Beyond the CEO
…CEO Communicating deliberately, transparently, and authentically as a board when interacting with management, employees, stakeholders, and the public 2. Take a look The intangible nature of culture can make it… Continue Reading Board Oversight of Culture
“The best strategies are born from management’s analysis and creativity, coupled with the board’s incisive questioning and probing. The board should see the CEO and the top team present the… Continue Reading The Board’s Role in Strategy
…board and CEO is a best practice. Consider reviewing feedback from the most recent evaluations and pay close attention to strengths of both the board and the CEO. Building on… Continue Reading Four Talent Questions Boards Need to Ask Right Now
The chair of a Crown corporation feels like the CEO controls and limits information going to the board and is resistant to the board’s guidance. The CEO feels like the… Continue Reading Board-Executive Assessment of Teaming
…CEO with a strong candidate does not interfere with ensuring we treat the outgoing CEO with respect and integrity? Terminating a CEO is possibly one of the most difficult decisions… Continue Reading Terminating the CEO
