Tag: transit board-CEO relations
Don’t Let Silo Committees Trap You and Your Board Members
I spent a couple of hours with Board and Executive Team members of the Chatham Area Transit Authority (CAT, headquartered in Savannah, Georgia) in a special work session earlier this week. We were reviewing the functional descriptions of four new Board standing committees being recommended by the Board’s “High-Impact Governing Steering Committee,” following up on a daylong retreat in February: Strategic and Operational Planning; Performance Monitoring/Audit; External/Stakeholder Relations; and Governance.
At the February retreat we’d discussed the benefits of well-designed committees, including:
- Dividing the highly complex and demanding work of governing into “chewable chunks,” making more in-depth deliberations possible and
Board Evaluation of CEO Performance Can Be a Powerful Relationship Builder
Dave Stackrow and I weren’t able to cover the segment on board evaluation of CEO performance because we chose to leave more time for the CEO panel following our presentation at APTA’s CEOs Seminar on April 14. Since it’s such a critical subject, which we address in our new book, Building a Solid Board-CEO Partnership: A Practical Guidebook for Transit Board Members, CEOs, and CEO-Aspirants (https://boardsavvytransitceo.com/building-a-solid-board-ceo-partnership/), we decided to share some of the key points that we make in the book in this post.
Experience has taught us that a well-designed process for board evaluation of CEO performance … Read the rest
The Prohibitive Cost of a Weak Board-CEO Partnership
Dave Stackrow and I are pleased to tell you that our forthcoming book, Building a Solid Board-CEO Partnership: A Practical Guidebook for Transit Board Members, CEOs, and CEO-Aspirants, has gone to press. It should hit the streets in late March 2019. The following fifth and final excerpt from our book talks about the high cost a transit authority will pay for letting the partnership between its board and CEO remain weak or deteriorate.
Your transit authority can expect to pay a high price for failing to develop a close, positive board-CEO partnership or for allowing it to deteriorate. For … Read the rest
Emerging New CEO Governing Model
The following article is excerpted from Doug Eadie and Dave Stackrow’s forthcoming book, Becoming Your Board’s Chief Governing Partner: a Practical Guidebook for Transit CEOs and CEO-aspirants.
In our travels around the country these days, we see an increasing number of new-style public and nonprofit sector chief executives, including many in the transit industry, who you won’t find astride the fire wall vigilantly guarding against incursions by micro-managing board members. This emerging new model of CEO leadership in the governing arena, which has no doubt emerged in reaction to the bankruptcy of the traditional view, sees the chief executive … Read the rest
The Captain of Your Strategic Governing Team
The following article is excerpted from Doug Eadie and Dave Stackrow’s forthcoming book, Becoming Your Board’s Chief Governing Partner: a Practical Guidebook for Transit CEOs and CEO-aspirants.
When a public transit board chooses its CEO, it’s also choosing the de facto captain of the Strategic Governing Team. Governing really is a collaborative venture, involving intensive, well-orchestrated teamwork to ensure that the decisions and judgments that constitute governing work are made in a full and timely fashion. Your transit board is obviously the most senior member of the Strategic Governing Team – the ultimate authority, judge and decision maker. However, … Read the rest
Governing Isn’t a Piece of Cake
As our most of you know, Dave Stackrow and I are writing a book, “Becoming Your Board’s Chief Governing Partner: a Practical Guidebook for Transit CEOs and CEO-Aspirants.” So you have a sense of where we’re headed with our book, we’d like to share our discussion in Chapter One of the challenges that can make developing your transit board into a really high-impact governing body a daunting endeavor. Let us know what you think. Are we headed in the right direction?
Transforming your public transit board into a really high-performing, high-impact governing body and building and maintaining a solid board-CEO … Read the rest
CEO Doug Allen Keeps a Close Eye on His Preeminent Stakeholders at VRE
Doug Allen, Chief Executive Officer of Virginia Railway Express, doesn’t need to hear this true cautionary tale, as you’ll see from the podcast he recently recorded for this blog.
A few years ago I arrived at the administrative offices of a mid-size transit authority to meet with the CEO, who wanted to discuss my possibly helping to design and facilitate a daylong board-executive team retreat. On the telephone the day before, he’d told me that the situation was “pretty urgent” since his relationship with the board was terribly frayed. It turned out that I’d made a wasted trip. Ushered into … 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
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