Author Archive: Doug Eadie
Doug Eadie, president & CEO of Doug Eadie & Company, Inc. (www.dougeadie.com) helps clients build high-impact board-CEO partnerships.
Leading Innovators-in-Chief: Disney’s Robert Iger and DART’s Gary Thomas
“What can I do to get my board meaningfully engaged in leading innovation and change in my authority?” I hear variations of this very important question quite often from transit chief executives in my one-on-one governance coaching sessions and educational workshops. There’s no simple answer, but the indispensable first step is to make sure you understand what’s going on in the rapidly evolving field of change planning and management. One thing for sure: traditional comprehensive, long-range “strategic” planning – for arbitrary periods like three or five years – is a blunt innovation tool. Experience has no doubt taught many if … Read the rest
Ownership: the Fuel that Powers Significant Board Change
Let’s begin with a sad and all-too-familiar true tale of woe that a transit general manager recounted to me in one of our early coaching sessions. A few months earlier, he and the governance consultant he’d retained to analyze his board’s structure joined all board members in a special two-hour work session to consider a recommended new committee structure to replace the administratively-focused, narrow “silo” committees that the GM and consultant agreed were leading to rampant board micro-management. Standing at the front of the conference room, the GM and his consultant began the PowerPoint presentation describing the functions of the … Read the rest
L A County’s Access Services’ Strategic Governing Team Explores Enriching Board Composition
Last week, I was privileged to facilitate a daylong “High-Impact Governing Work Session” involving the Board of Directors, chaired by Dolores Nason, the Executive Director, Andre Colaiace, and the Executive Team of Access Services, which provides paratransit services in Los Angeles County. One of the major topics we addressed during our day together was developing the Board’s self-management capacity. The board self-management function, as most of our readers no doubt know, consists of two key elements: developing the people on your board; and managing your board’s governing performance. One of the six breakout groups we employed over the course of … Read the rest
Denver RTD’s CEO David Genova Talks About “Reimagine RTD”
Whenever I’m contacted by an executive team member asking if I’d be interested in providing assistance to some kind of strategic planning process the transit authority is launching, I always respond the same: I won’t know until I’ve spent an hour or two talking with the authority’s chief executive officer. And when the CEO and I do talk, I’m really interested in hearing her describe in detail the specific outcomes she wants the process to produce and how far out of the “box” of current operations the CEO is willing to have the process go. And I’m also very interested … Read the rest
Getting Your New Board Committees Off on the Right Foot
Whether newly created board standing committees find their sea legs early in their existence and are soon firmly established depends heavily on two factors: the board chair’s appointment of the right board members to chair the new committees; and the CEO’s designation of an executive team member to serve as Chief Staff Liaison to each committee.
Once the new committees have effectively functioned for a year, the appointment of committee chairs is a more routine matter, but choosing the right first chairs for the new committees will be critical to their success as your board’s “governing engines.” Experience has taught … Read the rest
Benjamin Limmer Takes the Helm at HART in Tampa
In the informative and fascinating podcast Ben Limmer, new Chief Executive Officer at the Hillsborough Area Regional Transit Authority (HART), recorded for this blog last week he describes the professional path he traveled on the way to the top spot at HART. Ben also explains how he determined that his transit experience and executive leadership skills were a good fit with the demands of the CEO position and the Board’s expectations at HART. The result is a model that transit CEO-aspirants and CEOs considering a new position can draw on in advancing their careers.
Listening to Ben as we recorded … Read the rest
David Stackrow: Transit Volunteer Extraordinaire
By virtue of his or her highly visible and influential position as “CEO” of the board, a chair can . . .play a leading role in educating board colleagues on advances in the field of transit governance and building their appetite for board capacity building; champion the cause of board development, cooperating with the CEO in leading the process of updating the board’s governing role, structure, and processes; help to facilitate board-CEO interaction, fostering mutual understanding; and support the CEO’s executive leadership initiatives both internally and in the wider community.
This excerpt from Chapter Three of my and David Stackrow’s … Read the rest
The Late Senator John McCain and True Humility
It seems appropriate, as we approach another Fourth of July celebration to re-post this article that originally appeared almost a year ago. It’s about a true military hero, stalwart patriot, and man of sterling character, the late Senator John McCain, who possessed a trait characteristic of great leaders – true humility. I’m sorry to say that it appears to be in ever shorter supply in these times of rampant, bombastic self-promotion. Doug Eadie
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 … Read the rest
3 Quick Fixes That Won’t Corral the Rogues on Your Board
Last week’s post at this blog talked about tried and true approaches to reining in “rogue” board members. I defined them as “trouble makers who march to their own governing tune at their own tempo, with little concern about the impact on their board colleagues” and observed that their behavior “can erode a board’s governing performance and poison a board’s culture, while in the process occasionally even tarnishing a transit authority’s image in the community.” The most effective approach to fencing your rogue board members in and preventing them from wreaking havoc, according to last week’s post, is fully developing … Read the rest
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