In this discussion, we’re talking all about the competitive landscape that requires boards to operate in a strategic capacity. We’re taking a look at the critical steps on the path to reaching new levels of strategic insight, capacity, and impact as a contributing board.
We’re discussing the central characteristics in executives that have transitioned from being tactically effective to strategically impactful, and shedding light on what it takes to enact a strategic perspective to create meaningful and long-lasting change.
The most important singular decision a board makes is hiring the best possible CEO to fulfill the organization’s objectives. However, discovering shared priorities, normalizing the rhythm of coordination, and effectively evaluating the CEO’s ongoing performance can feel like a full-time job—especially for a volunteer board!
Best practices will be highlighted for boards to implement a performance evaluation method that is substantive in content, rigorous in evaluation, and encourages improvement and alignment on the most important priorities.
What does it mean to be CEO-ready? How can candidates know when they’re ready? How can boards know a candidate is ready for the top slot?
Some key things candidates should have if they’re really ready to lead an organization include a deep understanding of cross-functional leadership, solid knowledge of the business and how to work with people; and experience with effective board governance, explains Deedee Myers, Ph.D., MSC, PCC, president/CEO of DDJ Myers Inc., a CUESolutions provider based in Phoenix.
The most important singular decision a board makes is hiring the best possible CEO to fulfill the organization’s objectives. However, discovering shared priorities, normalizing the rhythm of coordination, and effectively evaluating the CEO’s ongoing performance can feel like a full-time job—especially for a volunteer board!