Evaluating Your CEO

Evaluating the CEO Dr. Ken Haycock 778.689.5938 [email_address] 2011

Orientation and Training
Role of the Board/Chair (and others) to ensure smooth entry and early successes
Introductions and liaison
Regular Board discussion and interaction
Connections to community and mentors
Support for training with municipal staff, community leaders and other library leaders—building connections
Build into Board meetings

Assessment and Evaluation
Position Description
Position Profile
Goals and Objectives
Self-Assessment; Board Assessment
Annual Reviews
Systematic, comprehensive, ongoing
Implications of Conflict Avoidance

Principles
The purpose is improvement.
The purpose is both to look backward and forward.
It occurs in the context of ongoing support.
It involves both the CEO and the Board.
It reflects clearly stated criteria.
It is tied to strategic planning, key success factors and annual work plans (i.e., results-oriented).
It should be relatively easy to do…

Why?
to ensure alignment of CEO work plans and Board objectives;
to encourage ongoing professional development;
to assess performance and impact
to ensure success for your lead employee

Who Evaluates?
What are the roles and responsibilities of
The Chair? The CEO?
The Full Board? Executive Committee? Other Committee?
Who gathers the data? HR? Consultant?
Who provides the feedback to the CEO and engages in the discussion? (the confidential interview)
Who ensures pressure and support for ongoing growth and development?

When?
Is there a natural evaluation cycle? A planning cycle? A budgeting cycle?
Ensure a calendar with milestones (a process not an event, or at least midyear checks)
Ensure executive session discussions of accomplishments in key areas and Board feedback
Tied to compensation?

What Criteria?
Three areas of activity:
Board Leadership and Support (Board)
Library Leadership and Management (Operations)
Community Leadership and Strategic Partnerships (External)
do all three need to be evaluated each year?

Avoid
The halo effect (one great quality)
The personality effect (ignoring performance)
Subjectivity (likes and dislikes)
Tendencies (leniency? Severity? Midrange?)
Dramatic incident effect (judgment based on single incident rather than overall performance)

Designing the Process
Collaboration; Confidentiality; Objectivity
Ensure that policy is in place
Who takes part? When? What criteria?
Consider an annual review of the approved work plan and Board objectives; consider an annual review of key operational areas; consider a biennial review of relationships and strategic partnerships
Consider the context of an organizational Human Resources Index to gauge broader goals such as effective communication and supervision throughout the system

Methods and Approaches
Establish Criteria and Performance Expectations by Category (e.g., leadership, leadership development, communication, planning, budgeting, relationships, policy development, implementation of Board directions)
Performance Levels: by criterion or overall (e.g., 1-5; unsatisfactory, satisfactory, exceptional)

Methods and Approaches
Begin with self-assessment (key accomplishments, critical incidents, barriers)
Surveys with rating scales (develop your own): pros and cons
Open-ended prompts, comments, questions
Interviews (need an independent third party)
Consider broader context with performance measures

360 Assessments
Can reflect the three clusters (Board, Library, Community)
Assumes knowledge; assumes interest in being helpful
Use a neutral consultant (cost)
Do not use if concerned about performance (public venting about CEO can harm the Library and Board)
Structured interviews may be more appropriate

Conclusions…
Purpose reflects a culture of continual improvement and success-orientation
Should solidify the Board/Chair/CEO relationship
Provides support for ongoing professional growth and development
Tied to accomplishment of strategic directions of the system

Dr. Ken Haycock
778.689.5938
[email_address]
Visit our website: www.kenhaycock.com For additional resources

Evaluating Your CEO

by Ken Haycock & Associates Inc. on Feb 26, 2011

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Evaluating Your CEO — Presentation Transcript