Archive for April, 2020
The Board-Savvy CEO: De Facto Captain of the Strategic Governing Team
Governing is a team sport if there ever was one. I’ve never in my 30-plus years of working with public and nonprofit organizations come across a public transit board that has successfully – on its own – transformed itself into a really high-impact governing body, much less managed to carry out its governing responsibilities in a full and timely fashion, without strong executive assistance. High-impact governing is always, in my experience, the product of the board, its CEO, and the senior executives working closely together as a cohesive “Strategic Governing Team.” Of course, we expect the CEO to provide our … Read the rest
Energizer-in-Chief Redux: Stakeholder Relationship Management
“Incredible. We must be talking about 40 or more stakeholders.” This was one of the responses to the question I asked in the daylong governance work session I was facilitating, after the breakout group dealing with stakeholder relations had completed its report in plenary session. The group had made a list of critical stakeholders – defined as external organizations with which it made sense for the transit authority to maintain a relationship because something important was at stake – and then identified strengths and weaknesses in each of what appeared to be the ten highest-stakes relationships. The question I had … Read the rest
Recent Comments