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Tag: transit CEO leadership

Your CEO Mindset is Key to Successfully Partnering With Your Board

May 10, 2021 0 Comments

A staple of my one-on-one governance coaching sessions with transit CEOs in recent years has been the critical role that I call “Mindset” plays in building and maintaining a close, positive, productive and enduring board-CEO partnership.  What am I talking about?  In a nutshell, Mindset is how you, as your authority’s chief executive officer, picture yourself vis a vis your transit board.  Experience has taught me that if you bring the wrong mindset to the relationship with your board, it probably won’t matter what other partnership building steps you take (for example, reaching agreement with board members on guidelines for … 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-Centric Leadership Targets Are Key to a Solid Board-Chief Executive Partnership

March 2, 2021 0 Comments

Around fifteen years ago I was retained to facilitate  a half-day work session involving a transit board and its CEO.  In our initial call to discuss the work session objectives, the board chair and  CEO agreed that there was one preeminent objective:  repairing a badly frayed board-CEO  partnership that, in their estimation, was dangerously close to the breaking point.  The  one-on-one interviews I conducted with all fifteen board members and the CEO as part of  my preparation for the event indicated a startling and dangerous divergence of opinion.  Nine of the board members strongly believed  that their CEO’s top leadership … Read the rest

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The Zoom Muzzle Syndrome Redux

November 30, 2020 0 Comments

My August 6 post at this blog, “Combatting the Zoom Muzzle Syndrome (ZMS),” begins by pointing out that Zoom has proved to be a very effective vehicle for holding virtual work sessions at which participants can reach consensus on complex matters, such as an updated board committee structure, without exposing them to Covid-19.  I go on to say, however, that generating intense participant engagement in addressing really complex issues – the kind of participation characterized by robust discussion and really critical questioning – has proved to be a real challenge when employing Zoom video conferencing.   As I say in that … 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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Don’t Unwittingly Turn Your Board Members Into Victims of Poorly Designed Structure and Process

October 15, 2020 0 Comments

A transit CEO  called me not long ago, asking if I’d be interested in presenting a governance training workshop for his transit board.  He explained that several board members were coming dangerously close to “micro-managing,” and he wanted them to understand the boundaries between “executive” and “governing” work.  The example he gave involved a discussion at the most recent board meeting about travel expenditures over the past six months, including how decisions were made about who would be taking what trips and what kinds of reports were required about travel.

I agreed that there did appear to be some micro-managing … 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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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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The Board-Savvy CEO: De Facto Captain of the Strategic Governing Team

April 14, 2020 0 Comments

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

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Energizer-in-Chief Redux:  Stakeholder Relationship Management

April 8, 2020 0 Comments

“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

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