CEO

Writing it Down
Credit

If you could hand select the perfect partner for your enterprise, who would you choose?  If you could pick the ideal buyer of your business, describe them?  What talents and attributes would your blue ribbon board posses?  What strengths would your cause’s CEO embody?


Often we think we know what ‘it’ looks like but we forget to write it down.  If you do not have a clear ‘help wanted’ sign your default strategy is cosmic serendipity.  Consider going one degree better than 95% of the other enterprises by articulating what/who you are seeking.

Super CEO?

Radio Times aired a great piece on what makes a good boss or bad boss.  If we are managing staff, volunteers, or a tribe of fans it is nice to know what approaches resonate.  Robert Sutton’s book, Good Boss, Bad Boss takes a closer look at the best practices and those that are worthy of an intervention.

Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst

A little inspiration from Michael Scott

Supporting Your CEO

Conversations this week have underscored the need to have a couple key documents and processes in place to support your organization’s CEO.

  • A CEO job description- updated if new responsibilities have been added or shifted.
  • An organizational strategic plan.
  • An annual plan- a written plan identifying which strategic goals the organization is planning to address in the coming year.
  • Annual goals- at least one professional and personal goal for the CEO.
  • An annual assessment that includes a review process which collects actionable critique or commendations.  360 degree reviews are becoming best practices (includes feedback from direct reports, clients, donors, staff, volunteers, board members, and community members).
  • Alignment of the review process with the development of an annual budget.  It is much easier to measure the CEO’s fiscal management at the end of one budget year and adjust the CEO’s compensation during the creation of the coming year’s budget.
  • A strong and trusting relationship between the CEO and Board Chair.  I have often heard Board Chairs and CEOs talk about reaching a level of communication and support where there were ‘no surprises’ for either individuals.

Many CEOs concern themselves with the strength of their contract.  I would suggest that if the aforementioned processes and procedures are in place the CEO will have positive and supportive working relationship with the organization.  If the board takes the annual assessment seriously and ties the review to the strategic plan, annual goals and job description, there should be few surprises.  Working for an enterprise that promotes transparency and fairness is a highly sought after environment.


What else would you add to the list?

Photo Credit: http://www.bcps.org