Board Evaluation: “Feed-Forward” Instead Of “Feedback”

Corporate board evaluation, now mandated in most economies, has proven contentious and flawed for many companies. Among the problems—evaluation measures the past performance of a board and its members but offers too little intelligence on future improvements. What if board evaluation focused less on “feedback” and more on “feed forward”? In an article in The Corporate Board, Paul Winum, co-head of RHR’s Board & CEO Services practice, gives recommendations for providing feed-forward and suggests a 10-step sequence for conducting a best practice board evaluation.

A Breakthrough Alternative to Sourcing Talent

For more than sixty years, the primary resource for companies seeking outside executive talent to fill key roles has been search firms. The search firm business model has been remarkably resistant to change, with both retained and contingency searches costing as much as a third of first year compensation for the hired executive. While these firms offer a valuable service to their clients, there are some significant drawbacks to traditional search beyond the extraordinary fees.

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.

New Thinking on Board Evaluations: Give Directors Feed-Forward

Since 2009, the New York Stock Exchange has required the boards of listed companies to conduct annual board performance evaluations. The corporate governance codes in Europe all stipulate that annual board evaluations be conducted. And in the UK, the prescription is to use an outside facilitator for that process at least every third year.

How You Too Can Avoid #MeToo: How Boards & CEOs Can Shape Culture

In the past year, there have been scores of reported misconduct in companies across virtually every industry and sector. From Weinstein to Wynn, from Volkswagen to Wells, the behavior of executive leaders has resulted in the dismissal of executive leaders, thousands of lawsuits, and tens of millions of dollars in fines and lost business.

How to Develop Your CEO Succession Candidates

In 2017, 919 CEOs either resigned, retired, or got fired at publicly traded North American companies. This was the highest number in at least a decade. As more baby boomers hit retirement age and the pressures of leading an organization continue to mount, several thousand more CEOs are expected to vacate their positions in the next few years. To prepare for these leadership transitions, boards and CEOs need to be preparing the next generation of chief executives now

Board Development: The Importance of Director Feedback

In mastering a sport, navigating a new role or skill, or even fighting to stay at the top of your game, feedback is a critical element that allows you to adjust your behaviors to help meet the desired goals. Some feedback is more straightforward than others, and some messages are more difficult to deliver or to hear. However, without this feedback, you may not realize what needs to be altered or even that the landscape has changed. What could be minor course corrections if identified early become more challenging gaps requiring increasingly difficult conversations.

Behind Unusual Ouster of Company’s Top Three Leaders: A Troubled $14.5 Billion Merger

RHR's Paul Winum is quoted in The Wall Street Journal on the topic of Dentsply Sirona's ousting of CEO Jeffrey Slovin, Executive Chairman Bret Wise and President Christopher Clark, who also was chief operating officer.

“To have the three top leaders get taken out is extremely disruptive,’’ said Paul Winum, co-head of board and CEO services at RHR International LLP, a leadership-development firm. Mr. Thierer must “take actions immediately to correct the [company’s] course.’’



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