Background
CEO evaluation is not an end in itself. It is a major step in managing leadership risk, and building and maintaining excellent leadership that propels the organization into the top 20 percent.
Stephen R. Covey said, "I am personally convinced that one person can be a change catalyst, a transformer in any situation, and organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader.
Leaders, whether we call them CEOs or Executive Directors, are the catalyst of any organization’s performance, whether significant change is required or not. They are the catalyst for the vision that ignites the enthusiasm of employees, clients, funders and other stakeholders. They are the pathfinders that guide the accomplishment of the vision. They are the pillars that provide resilience when the going gets tough.
For owners, the presence of strong leadership is the most convincing measure of the Board’s capacity to act on their behalf.
The challenge for Directors
Directors manage risk
The most significant challenge for any Board is to ensure that the organization’s leader is the right catalyst, the right pathfinder, and the right pillar for the time and the situation. A significant part of the challenge is finding internal candidates who fit or can grow into the profile. The Board manages leadership risk and ensures the right leadership is in place?
How Directors manage the risk
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1 comment:
It is crucial that the Board ensures that the organization’s leader is the right person for the job. In order to get that topic settled, the board needs to evaluate its CEOs/CXOs. I read an article by Med Yones, a leadership coach, which gives 20 questions to ask the CEO/CXO and they must be able to provide specific answers to the preceding questions, readily and clearly. Read the article at http://www.ceocoach.us/howtoevaluteaceo.pdf
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