By Peter Myers, Senior Vice President, DDJ Myers, Ltd.
A few years ago, we started working with a CEO who had only been in the role for a few years. They wanted to implement a professional development program that would thrust the organization forward, strategically and culturally. It was time to unshackle the organization from its sleepy history.
By Peter Myers, Senior Vice President, DDJ Myers, Ltd.
A board chair’s effectiveness can dramatically impact an organization’s trajectory. A strong chair facilitates an environment for a CEO to maximize their potential, propelling a credit union toward achieving strategic goals at an accelerated pace. Conversely, a weak chair premises a CEO’s mediocrity, leading to subpar organizational performance. This article frames the impact and criticality of the board chair role with relatable archetypes to call upon when the situation arises.
by Deedee Myers
As we prepare for a new year, understanding what drives employee burnout and how to help combat it at all levels is critical. Coming out of COVID and returning to work environments where team members had to reconnect with other people hasn’t been easy. We’ve all had to learn to lead differently, and this work is far from complete.
by John-Paul O’Connor
As a credit union board, ensuring that your CEO is compensated fairly and competitively in the market, especially as the CEO approaches retirement or departure from the organization is essential. A compensation review is an effective way to ensure the outgoing CEO is taken care of by being compensated equitably in the market and to position the credit union to afford and attract the best available talent.
By Peter Myers
In our most recent post, we were encouraging boards, like the organizations they oversee, to reevaluate some of the standard practices that have always informed their business (like members no longer coming into branches). Historically, that would have been a crazy suggestion. Following suit, what are the unmentionable topics boards should discuss? We believe board composition and succession is one of them.
The Board Alignment Assessment provides an objective framework for boards to have grounded conversations about board best practices. The idea is not to score 100% on everything but to assess alignment on the variables that influence and impact board performance.