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Tag: Doug Eadie

Solving the Board Development Puzzle:  the How

April 14, 2021 0 Comments

Our readers might recall that the March 25 post at this blog dealt with two pieces of the board development puzzle:  WHAT does board development mean?  WHY is it critical that the CEO spearhead board development, wearing the Board Developer-in-Chief hat?  The post points out that your transit board – like any other formal organization – can be consciously and systematically developed into an organization more capable of carrying out its mission:  to govern your authority.  Of course, board development is an ongoing function because the field of transit governance is continuously evolving.  Another important point the post makes is … Read the rest

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Solving the Board Development Puzzle: the What and the Why  

March 25, 2021 0 Comments

The half-day Zoom governance workshop I presented a couple of weeks ago for 25-some CEOs of a diverse array of transit authorities included a segment on board development.  Early in my career I would  have been a trifle worried that the topic might be ho-hum for some of the more seasoned  CEOs, but I soon learned I needn’t have been concerned.   Since much of the terrain we covered in the workshop turned  out to be refreshingly new to the great majority of my participants,  I think readers of this blog will be interested  in the key points  that came up … Read the rest

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CEO Andre Colaiace on Access Services Innovation in Response to Covid-19

February 8, 2021 0 Comments

In my experience, significant, well-planned, and capably executed organizational change is the exception to the rule, for a number of reasons, perhaps most importantly the normal human resistance to changing.  Well, I’m pleased to report that Access Services in Los Angeles County has beat the odds.

When you watch Andre Colaiace, Executive Director of Access Services,  describe the safety and service innovations Access has implemented in response to Covid-19 in the video interview I recorded with him recently, you’ll understand why Andre has been such a successful Innovator-in-Chief at the helm of Access Services.  Four keys to effective change leadership … Read the rest

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The Change Investment Portfolio:  A Practical Tool For Transformational Change Leaders

November 12, 2020 0 Comments

The November 6 post at this blog features Andre Colaiace, Executive Director of Access Services in Los Angeles County, CA, as a prime example of a new-style chief executive:  the Transformational Change Leader.  The post describes 5 key attributes of CEOs who succeed at leading transformative change, including being “laser-focused” on very concrete change initiatives that are the polar opposite of the “Christmas list” of goals found in traditional long-range strategic planning tomes.

My and David Stackrow’s book Building a Solid Board-CEO Partnership (www.governanceedge.com) describes a very powerful change-focused planning logic and methodology that have been developed and … Read the rest

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Access Services’ Andre Colaiace:  Transformational Change Leader Extraordinaire

November 6, 2020 0 Comments

Andre Colaiace, Executive Director of Access Services in Los Angeles County, CA, and a member of this blog’s CEO Advisory Committee, is a prime example of a new breed of public/nonprofit chief executive officers I’m encountering with increasing frequency around the country:  the Transformational Change Leader.  In a nutshell, the Transformational Change Leader spearheads one or more significant innovation initiatives that transform the organization she or he leads, making a substantial, lasting difference, in terms of organizational impact and, often, culture.  In Andre’s case,  his chosen innovation initiative was the transformation of Access Services’ governance function, primarily by updating the … Read the rest

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Traveling the Road Less Traveled:  a Conversation with Change Master Ben Limmer

September 22, 2020 0 Comments

In my book Leading Out-of-the-Box Change (Governance Edge, 2012), I call really significant, self-planned and self-managed innovation and change a “road less traveled,” observing that it “is not only extraordinarily difficult to accomplish, it’s also the distinct exception to the rule.”  One of the most important potholes you can expect to encounter on this little-traveled road has disrupted many more than one change journey:  the very natural and virtually inevitable human resistance to change.  Indeed, my long experience working with nonprofit and public organizations has taught me that the psychological – often viscerally emotional – resistance to   change tends to … Read the rest

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Joanna Pinkerton and Emille Williams Discuss the CEO-COO Partnership at COTA

September 18, 2020 0 Comments

In the video interview I recorded with them a couple of weeks ago, Joanna Pinkerton, President/CEO of the Central Ohio Transit Authority (COTA), and COTA’s Deputy CEO, Emille Williams, explain why COTA’s version of the classic chief executive officer-chief operating officer (CEO-COO) structure works so well for the transit authority of the second largest and fastest growing metropolitan area in the Midwest.  Perhaps most importantly, Emille’s focus on internal operations makes it possible for Joanna to concentrate on her working relationship with the COTA Board, the formulation of long-run growth strategies, and COTA’s relationships with key stakeholder organizations in Greater … Read the rest

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Foothill Transit’s Doran Barnes:  Energizer-in-Chief Extraordinaire

May 4, 2020 0 Comments

Our readers will recall that the March 31 post at this blog, “Crises Demand Energizers-in-Chief at All Levels” (https://boardsavvytransitceo.com/crises-demand-energizers-in-chief-at-all-levels/), describes chief executives who wear the Energizer-in-Chief hat in tackling the twin challenges of education and inspiration during crises such as Covid 19.  “On the one hand,” the March 31 post explains, “people naturally hunger for explanation and explication.  They crave understanding: of the forces at work in the crisis, and of the extent of the danger they are in.  On the other, they crave hope – that resolute, capable leadership will bring the ordeal to an end.”

You’ll … Read the rest

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Why We Wrote Building a Solid Board-CEO Partnership

April 5, 2019 0 Comments

 

This article is drawn from Chapter One of our book Building a Solid Board-CEO Partnership: A Practical Guidebook for Transit Board Members, CEOs, and CEO-Aspirants. Readers will find a description of our book’s contents and order information at: https://boardsavvytransitceo.com/building-a-solid-board-ceo-partnership/.

Doug Eadie and David Stackrow

Experience has taught us that governing is both the highest form of leadership and a tremendously complex and high-stakes function that under the best of circumstances is difficult to do at a consistently high level. The decisions that your board makes, working closely with your authority’s chief executive officer and executive team, establish your … Read the rest

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Comet CEO John Andoh Wearing the Innovator-in-Chief Hat

April 1, 2019 0 Comments

Experience has taught me that successfully implementing significant out of the box change initiatives depends on the strong leadership of a chief executive officer wearing what I call the “Innovator-in-Chief” hat. CEOs I’ve observed over the years succeed at the Innovator-in-Chief role have without exception been what I think of as “change-savvy.” This means that:

They’ve been technically very knowledgeable about best practices in the rapidly changing area of change planning and management, which means they haven’t been wedded to conventional planning wisdom and out-of-date approaches. You’ll never hear a change-savvy CEO extolling the virtues of traditional long-range (or “strategic”) … Read the rest

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