Donna DeMartino: Playing the Chief Innovation Officer Role With Gusto at San Joaquin RTD
Over the past quarter-century I’ve learned that the public transportation authorities that are really good at getting significant, out of the box innovation and change accomplished are invariably led by a CEO who is passionately committed to playing – and well prepared to play – what I call the Chief Innovation Officer role. The CEO is the only person in your authority who can wear the Chief Innovation Officer hat for the simple reason that no one else brings to the change game the formal authority, influence, access to resources, and time required to spearhead an out-of-the-box innovation effort and … Read the rest
Thoughts on True Humility and Senator John McCain
The following article originally appeared at www.extraordinaryceo.com.
Thinking about Senator John McCain this morning – along with millions of my fellow Americans and admirers around the world – reminded me of the critical role that character plays in leadership. Whether one agreed with Senator McCain on one issue or another, I’m sure the overwhelming majority of Americans considered the Senator from Arizona a man of sterling character. One aspect of the late Senator’s character that he shared with other illustrious leaders, including Abraham Lincoln, is what I call “true humility” in my book on leading change, Changing By Design… Read the rest
Aurora Jackson: A Consummate Chief Governing Relationship Manager
Not long ago I spent three hours with the governance committee (including the chief executive) of the board of a large senior services nonprofit, sitting as the board’s nominating committee. Faced with six vacant board seats to fill six months hence, committee members were taking the first critical step in the process: updating the profile of desirable board member attributes and qualifications that they’d be using in identifying and assessing candidates to fill the six openings. This is, as our readers no doubt know, one of the most important responsibilities of the self-appointing boards that predominate in the nonprofit sector. … Read the rest
Developing Your Board’s Governing Capacity Isn’t a Piece of Cake
The last two articles posted at this blog have taken a look at the transit CEO’s “Chief Board Developer” role, which Dave Stackrow, APTA Vice Chair, and I will be examining in detail in the book we are co-authoring, Becoming Your Board’s Chief Governing Partner: a Practical Guidebook for Transit CEOs and CEO-Aspirants. Dave and I are keenly aware that there are some formidable – but by no means insurmountable – barriers you’re likely to encounter in helping your board build its governing capacity. We’ll be paying special attention to three of the more important roadblocks in our book, … Read the rest
The CEO as Chief Board Developer: Part 2
The August 6 post at this blog makes the case for transit chief executives to play what I call the “Chief Board Developer” role, building the board’s capacity to do the really high-impact governing that turns board members into satisfied owners of their governing work. As I observe in that post, your long-term success as CEO heavily depends on strong leadership from board members who own their governing role. Two of the most powerful approaches for building your board’s governing capacity while also generating the kind of board ownership that fuels commitment to implementing the capacity building recommendations, are the … Read the rest
The CEO as Chief Board Developer: Part 1
Since strong, creative board leadership is one of the preeminent keys to your transit authority’s long-term success in this changing, challenging world, board capacity building must be one of your top three CEO leadership priorities. Any CEO (and I hear this every now and then) who sits back bemoaning the board’s lackluster leadership without taking affirmative action to help the board become a higher-impact governing body is guilty of dereliction of duty – and of being less than a full-fledged CEO.
In my experience, as your authority’s CEO, you must be not just an active participant in – but also … Read the rest
Beware of the Passive-Reactive Board
Over the years, a basically passive-reactive approach to governing – a model of sorts – has been passed down and has predominated – and probably still predominates – in both the for-profit and public/nonprofit sectors. This approach – or model – sees the governing board as basically a responsive body, rather than as a generator or initiator of actions or products. You can picture the passive-reactive board sitting at the pinnacle of the organization, waiting for staff-initiated things – policy recommendations, documents such as plans and budgets that call for adoption, briefings that require no action, etc. – to arrive, … Read the rest
VIA’s Jeff Arndt: Connecter-in-Chief Extraordinaire
There’s wide agreement in the for-profit sector that CEOs should be actively engaged in the external arena – building their enterprises’ image and maintaining relationships with key stakeholders. In fact, many for-profit CEOs have testified that they routinely spend more than 50 percent of their time dealing with external matters, which is one of the most important reasons why the CEO-COO (chief operating officer) structure is so widely employed. If you’re committed to being your organization’s Ms. Outside, then it makes good sense to put a Mr. Inside in place to ensure that the shop runs smoothly in your absence.… Read the rest
Turning Your Board Into a Cohesive Governing Team: Part 2
As I noted in last week’s post at this blog, turning transit boards into really cohesive governing teams is no piece of cake, primarily because the great majority of transit board members are appointed by elected officials. In practice this means that many if not most transit board members feel as – if not more – accountable to their appointing authorities than to their board colleagues. Now matter how stiff the challenge, however, board-savvy transit CEOs know that they’ve got no choice but to help their boards become more effective governing teams for two main reasons. First, teamwork is one … Read the rest
Turning Your Board Into a Cohesive Governing Team: Part 1
Teamwork in the abstract is neither here nor there for public transit boards. The only serious reason for developing your board’s teamwork is to help it function as a more effective governing body that gets its governing work done more effectively and efficiently. The acid test of an effective team is its productivity in accomplishing its assigned tasks. Productive teams are also generally characterized by a high level of cooperation and coordination in getting their work done, harmonious relations among team members, the absence of debilitating conflicts, and the capacity to withstand considerable stress and strain without falling apart. You … Read the rest
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