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Tag: transit governance

3 Quick Fixes That Won’t Corral the Rogues on Your Board

July 1, 2021 0 Comments

“Rogue” board members are trouble makers who march to their own governing tune at their own tempo, with little concern about the impact on their board colleagues.  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 is fully developing your board’s governing architecture.  In a nutshell, this involves such elements as a detailed description of your board’s governing responsibilities; a well-designed standing committee structure; strong … 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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Two Lynchpins of a High-Performing Board Committee Structure

August 13, 2020 0 Comments

While preparing for an upcoming workshop with the CEO of a transit authority and her executive team recently, focusing on the nuts and bolts details involved in launching a new board committee structure, I reflected on a seminal learning experience early in my career, when I was chief of staff to the president of a three-campus urban community college district.  How fortunate I was to learn such an important lesson so early in my professional journey that has served me well in the ensuing years!   Here’s the story in a nutshell.

Over the course of the three years he chaired … Read the rest

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Combatting the Zoom Muzzle Syndrome (ZMS)

August 6, 2020 0 Comments

Since mid-March of this year I’ve participated – wearing my governance counsel hat – in numerous virtual work sessions of client governing boards and standing committees, employing the popular Zoom video conferencing platform.  Zooming has made it possible for my clients to reach consensus on a wide range of governance improvement initiatives, such as putting in place updated board committee structures and processes to build and maintain a healthy board-CEO partnership.  There’s no question Zoom is a blessing, enabling my clients to significantly strengthen their governing structures and processes without exposing their board and executive team members to Covid-19.  But … Read the rest

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Welcome to the Frontier!

July 21, 2020 0 Comments

Dave Stackrow and I opened the APTA video webinar we recently presented under the auspices of the APTA Board Members Committee by observing that public transit governance is frontier territory.  Far from being a mature, fully developed field, transit governance is characterized by the absence of universally accepted principles and best practices, which are the subject of often-vociferous debate around the country.  In fact, when conducting research for our new book on transit governance, Building a Solid Board-CEO Partnership (Governance Edge, 2019), Dave and I weren’t surprised to learn – actually, confirm – that there’s not even widespread agreement on … 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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The Engine Powering Your Transit Authority’s Governing Machine

January 21, 2020 0 Comments

Over the years I’ve often heard transit boards described as “policy-making bodies,” which doesn’t begin to convey the complexity of governing work.  It makes more sense to think about your authority’s board as a kind of governing machine that continuously produces governing decisions about such governing “products” as your authority’s updated values and vision statements, the new strategic plan, and next year’s operating plan and budget.  Your governing machine also produces a steady stream of governing judgments answering the classic governing question, “How are we doing? – on the basis of such information as your authority’s monthly or quarterly operational … Read the rest

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Getting Your New Board Committees Off on the Right Foot

August 23, 2019 0 Comments

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

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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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The Prohibitive Cost of a Weak Board-CEO Partnership

February 7, 2019 0 Comments

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

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