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Tag: transit governance

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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The Captain of Your Strategic Governing Team

January 3, 2019 0 Comments

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

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Not Much Glamour – But What Looks Like a Sow’s Ear is Really a Silk Purse

November 9, 2018 0 Comments

“That doesn’t really sound very CEO-like” That was the initial reaction of a transit GM in our coaching session last year when I suggested that he put on what I called the “Chief Governing Process Designer Hat.” We were discussing an issue he’d identified in our session a couple of weeks earlier that he’d described as “terribly worrisome.” In a nutshell, although his relationship with the 15-member board seemed generally OK as far as he could tell – with no severe tension points or other obvious problems – he had a gut feel that most if not all of his … Read the rest

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The CEO as Chief Board Developer: Part 2

August 16, 2018 0 Comments

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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The Board Savviness of CEO Candidates Critical To a Solid Board-CEO Relationship

April 27, 2017 0 Comments

It was, as Yogi observed, “déjà vu all over again.”  After I’d spent a couple of hours talking with the CEO who’d called me to talk about problems he was having with his board, one thing was pretty obvious. Despite his having spent three years at the helm of the authority after ten years working his way up the executive ladder, this beleaguered leader didn’t possess the board savviness he needed to build and maintain a really solid working relationship with his board.  So his job was in serious jeopardy.  He’d been captive to an especially insidious and highly dangerous … Read the rest

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Taking a Holistic Approach to Strengthening Your Board’s Culture

January 3, 2017 4 Comments

“Nothing’s really changed, and that’s terribly disappointing.”  This is what the CEO told me in a recent coaching session about the results of a daylong board-CEO “team building” retreat that’d been held around three months earlier.  The session had been scheduled, the CEO explained, in response to the perception of a majority of board members and the CEO that the board’s culture had become increasingly dysfunctional, characterized by uncivil debate in public board meetings, including some board members actually challenging their colleagues’ motives, and by board members snipping at the CEO and members of her executive team, etc.

This CEO … Read the rest

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