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CEO Professional Growth

Have You Considered Adding a Chief Operating Officer To Your Executive Team?

May 19, 2017 0 Comments

         Doug Eadie

A two-person executive office consisting of a chief executive officer who focuses on the relationship with the board, strategic planning, and external/stakeholder relations, and a chief operating officer (COO) who oversees all internal operations, is a staple in the for-profit sector. And these days I’m seeing the configuration more frequently in larger public and nonprofit corporations where several senior executives once reported directly to the CEO.  There’s a pretty compelling reason for adopting this executive management structure:  freeing up the CEO to focus upward and outward – interacting intensively with her board of directors, promoting her organization’s image … Read the rest

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Six Hats that Extraordinary Transit CEOs Wear

January 25, 2017 0 Comments

Doug Eadie

As part of my transit and nonprofit CEO coaching work over the past several years, I’ve developed six “hats” that – in my experience – really extraordinary chief executives wear.  These roles have proved to be a very useful framework for taking chief executive leadership to the next level.  I’ll be really interested in hearing from readers about their views on the work that extraordinary leaders do.  Here are the six “hats:”

  • Chief Board Governing Partner:  taking the lead in helping the board build its governing capacity and building and maintaining a close, positive, and productive board-CEO
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Two Extraordinary CEOs Still Traveling the Continuous Leadership Improvement Road

March 23, 2016 0 Comments

Over the quarter-century I’ve been working with public and nonprofit chief executive officers, I’ve noticed that the ones who are really extraordinary leaders – whose leadership makes a tremendous positive difference over the long run – never rest on their laurels.  Traveling the executive self-improvement road helped them reach the top of their profession, but once they’ve … Read the rest

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What’s In Your CEO Professional Growth Portfolio?

August 13, 2015 0 Comments

The great majority of the public transportation CEOs I’ve worked with over the years have been conscientious self-improvers – devouring articles and books on leadership and executive management, seeking out educational opportunities at APTA conferences, and learning from colleagues’ experiences.  And the professional growth aficionados I’ve come across in my work who are really board-savvy have made sure that their professional growth targets and strategies are factored into board evaluation of their performance.  For example, in a recent meeting I was sitting in on, the governance committee of a public transit board reached agreement with the GM on a list … Read the rest

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Beware of the Emperor’s New Clothes Syndrome

June 17, 2015 1 Comment

iStock_000020585606Large“You’re pretty obviously over your head and can’t really understand what we’re doing.  Instead of getting people riled up, why don’t you get yourself up to speed and join the team?”  This is what I was told in so many words several years ago – early in my public management career – when I had questioned the progress that a consulting team reported it was making in upgrading the financial management system of a large public transportation agency.  Reflecting on that experience years later, I think what was at work was a modern version of that classic cautionary tale, “The … Read the rest

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Craft Your Own CEO Mission Statement

January 8, 2015 2 Comments
Craft Your Own CEO Mission Statement

 

An article in the January 6 issue of the New York Times, “In With the New Mission Statement,” opens with this bit of advice:  “Forget the New Year’s resolution.  This year, try creating a personal mission statement instead.”  The basic point of the piece is that resolutions at the onset of a new year might be well-intended but tend to be unsustainable as the weeks pass in the face of inevitable demands and pressures, basically because they are too shallow.  Instead, a more fundamental statement of intended impacts based on core values is needed – in other words, a … Read the rest

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