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Tag: transit CEO-aspirants

4 Board-Savvy CEOs Discuss Preparing CEO-Aspirants to Take the Helm

June 21, 2022 0 Comments

When CEO-aspirants take the helm of a transit authority, among the stiffest challenges they face is building a solid partnership with their new board.  There is wide agreement in the field of transit governance that the single most lethal threat to a newly minted CEO’s professional success and longevity in the C-Suite  is a shaky working relationship with the board that can’t withstand the normal stresses and strains at the top.  So our readers who are CEO-aspirants – along with CEOs who are interested in fine-tuning and strengthening the partnership with their board – will want to watch the video … Read the rest

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CEO-Aspirants Need to Understand How to Protect the CEO Line of Credit

June 7, 2022 0 Comments

Over the course of my 30-plus years of work with public transit boards and their CEOs, I’ve learned that executives aspiring to take the helm of a transit authority are often woefully ill-prepared to build the kind of partnership with their new board that is critical to their success and to their longevity at the top.  Dave Stackrow and I, in our book Building a Solid Board-CEO Partnership (Governance Edge 2019), discuss two major reasons for this often-professionally fatal shortcoming:  the absence of detailed, practical, experience-based courses on governance generally and board-CEO relationship building particularly in graduate schools of management; … Read the rest

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How Transit CEO-Aspirants Can Demonstrate Board-Savviness to Search Committees

December 8, 2021 0 Comments

A major ongoing theme of www.boardsavvytransitceo.com has been preparing executive team members who are what we call CEO-aspirants to build productive, enduring partnerships with their new board.  As our readers well know, a shaky board-CEO working relationship is virtually certain to dramatically shorten a CEO’s tenure if it persists.  Well-designed training programs can be helpful in preparing CEO-aspirants  to meet the partnership building challenge once they take the helm.  However. in my professional opinion no one is better positioned to transform  executives into board-savvy CEO-aspirants than the CEO herself, wearing her mentoring hat.   You’ll recall that our November 4 post … Read the rest

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The Urgent Need for Practical Governance Guidance:  CEO Success Depends on It!

May 5, 2021 0 Comments

A recent executive team work session I facilitated included at least four executives who appeared to be on the chief executive career track – who were what we call “CEO-aspirants.”  The subject of our work session was the role of executives and senior managers in supporting the authority’s governance process, with special attention to the role of executives who’d been assigned  to serve as “Chief Staff Liaisons” to the board’s standing committees.  Several of the questions I was asked during our six hours together only reinforced what I’d already learned in countless similar sessions over the years:  Transit CEO-aspirants and … Read the rest

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Two More Tips For Transit CEO-Aspirants

March 1, 2017 0 Comments

I opened the “Hit the Ground Running With Your New Board” webinar I recently presented for the New York Public Transportation Association by describing two “facts of life” in the public transportation business:  that surviving and thriving as a CEO depends on a rock-solid board-CEO partnership; and that this critical partnership is difficult to build and in the best of times fragile.  Indeed, I’d say that board-CEO relations is pretty treacherous terrain even for seasoned CEOs, much less for brand new CEOs who’ve never worked with a board.  One of the challenges that all CEOs face is the plethora of … Read the rest

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Surviving and Thriving With Your First Board: 3 Tips for CEO-Aspirants

December 16, 2016 0 Comments

I’ve lost count of the horror stories CEOs have told me in our one-on-one coaching sessions – about working with their first board after reaching the top spot.  To call working with the board during that first year an ordeal by fire would be an understatement for many, if not most, transportation CEOs.   This is really unfortunate since the board is without question the CEO’s preeminent stakeholder:  who holds the purse strings; whose backing for CEO initiatives is essential; whose opposition can seriously diminish the CEO’s credibility; and who, ultimately, can end the CEO’s tenure.

Why do transit executives all … Read the rest

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