When setting KPIs for the CEO, how can the Board provide a well-rounded series of 6-7 targets that encourage better performance?
This is an area which has traditionally received very little attention. Many CEOs can feel aggrieved by the mishandling of their KPIs and, as a result, it's not uncommon for a CEO to leave their post.
In this podcast, Steven Bowman explores a variety of KPIs which, when used in combination, encourage better outcomes for the organization.
More on Management
What do you do when a new Director is not performing to the standard expected of them? Whether this Director was tapped on the shoulder or was the successful applicant, ongoing performance should be non-negotiable.
Action planning should be viewed as the architecture of your strategic goal setting. Without a realistic set of incremental steps, overarching strategies are not likely to form in the way you would like (if at all).
Strategic awareness rarely features in modern textbooks on management, yet is something that can fundamentally change conversations and decision-making at the Board level.
In essence, strategic awareness is the...
Have you ever seen one of your close peers receive a promotion, or be appointed to a Board, only to then treat you and existing workplace friends in a different, negative way?
One of the key assets of any nonprofit organization is its CEO (or MD, EO, GM, Coordinator or any other title that represents the chief staff leader). A primary reason many great CEOs choose to leave their organization is due to poor handling of their performance management by the Board, or sometimes not at all.
More from the Conscious CEO Series
What are you really saying when you present your board report as a commentary on how 'busy' you have been? This common approach should be abandoned in favor of board reports that focus on your strategic plan.
Removing an underperforming Board member is an exercise that must be handled with care especially if the director in question still feels passionately about the organization, but are unsuitable for future tenure.
What's the best way to cultivate leadership qualities, regardless of your formal job title?
Risk is an often misunderstood concept in governance, especially when it is contained at all costs and never explored for potential gian.
The relationship between the nonprofit Board Chair and the CEO is arguably the most important relationship in the organization. What does it take to nurture the relationship, even bring it back from the brink?
Given the pace of change and complexity in today’s business environment, Advisory Boards are often underutilized resources for strategic, high-value information and guidance.