In the first two parts of our series on trust we explored how to establish trust when starting out on a new working relationship between the board and CEO and… Continue Reading Trust – Relationships Within the Board (#3)
…(e.g., two weeks) until an interim CEO is selected. Or, if the current CEO’s absence is short-term (due to illness, investigation, or similar), they might serve until the CEO is… Continue Reading Now is the Time: Make Sure your Emergengy Succession Plans are Crisis-Ready
…talent in a time of profound workplace change, and navigating a rapidly shifting world economy. They might hire a new CEO, contemplate a merger with another organization, or oversee significant… Continue Reading Evolving Board Practices in a Virtual World
…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
…isolated events; it is systemic and pervasive. And it is as present in Canada as elsewhere, although often more subtle and nestled within an outwardly polite façade. While we call… Continue Reading Together We Can Make The Change We Want
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
