A Different Look at Managing CEO Performance

According to best practices in board evaluations, you should hire an external expert to conduct the process at least every two to three years. This helps uncover subtle issues and opportunities, increase candor, and reduce the risk of a check-the-box approach by introducing different questions, process, and perspective. We are starting to see a similar trend in managing CEO performance.

Setting a High Bar for Transformation

The conversation in the chairman’s office was serious. Sitting in high-backed leather seats around a highly polished table, we talked about the readiness or not of the business to change. The chairman was concerned, and indeed a little worried. 

Rather colorfully, he set the scene. “We’ve had the best mousetrap in the business for 57 years and achieved growth and outstanding levels of profitability. The landscape has changed, and we’ve been too slow to respond. As a result, I’m not sure I’ve got the right people to make the journey.”

Developing a Pipeline of Enterprise Leaders: Introducing Scaling for Growth℠

One of the biggest challenges facing organizations is developing a robust pipeline of scalable leaders. RHR’s Executive Bench® suite of services is designed to build the next generation of enterprise leaders. As part of this suite of services, RHR first launched Readiness for Scale℠, an in-depth assessment that pinpoints strengths to leverage and gaps to close in preparation for executive leadership. RHR is now introducing Scaling for Growth℠, a best-in-class executive development program that closes gaps in scalability and accelerates readiness for enterprise leadership. Together, the Readiness for Scale and Scaling for Growth programs provide companies with a comprehensive solution for building a strong pipeline of enterprise leaders.

CEO Selection: Insiders Versus Outsiders

I’ve been involved in several situations lately where a sudden CEO departure has left a gaping hole. At times, it is due to a performance or results issue. But there are also a number of times where unanticipated health or life circumstances and issues have caused abrupt changes. There is no name taped to the bottom of a drawer that suggests who the outgoing CEO thinks is ready, and the board has not fully addressed the issue of succession planning. The obvious solution is for the board and leadership to always have an ongoing dialogue about who is being developed for the top job.

Employee Turnover: Why Good People Leave

As a leader, it is particularly painful when top talent chooses to leave the company. The loss of these employees can be perceived as a misplaced investment of your time and energy. If you are not careful, your frustration and competitive fire can result in broken relationships. Companies will spend money and effort in exit interviews and counteroffers, only to find that it is too late to reengage. Often, individuals will point to compensation as a reason for leaving, but money is usually just a smokescreen for the real reason. 

Finding The Hidden Talent in Your Organization

Executives tend to have a few key attributes they look for in the next generation of leaders that signal a promise of greater things to come. The executives then become energetic advocates for individuals demonstrating these aspects; they write glowing performance reviews and do what they can to ensure these early stars are in the forefront when promotion decisions are made. Usually, these prized attributes represent a subset of the competencies identified in their organizations’ talent models and constitute a trusted shortcut for busy, experienced executives.


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