How a Board can select and retain                    a great CEO
A Board’s #1 task …
4   www.danclark.com
5   www.danclark.com
6   www.danclark.com
Recruiting
Retention
Pg 2   Know your corporate culture
Know your corporate culture
Know your corporate culture
Know your corporate culture
Correlate to corporate culture
Ask open-ended questions
Listen for values that match …
Listen for leadership styles.
Pg 3   Honor the Partnership
Clarify/Evolve the Roles
Recognition and Compensation
100% Percent of Time & Degree of FocusPg 4                            Growth in staff led               From first-time s...
100%Percentof Time &Degree of                                        ConceptualFocus                                      ...
Conceptual                             WorkOperational& Technical Work                   Conflict
Conceptual                        WorkOperational& Technical Work     Harmony & Effectiveness
Big Strategic Plan             Strategic               Ideas               Tactical  Tactical     Details  PlanPg 5
Members          Bylaws Board          Bd. Governance          Policies CEO          Operating          Policies Staff
Objective  and subjective standards  Tactical plans  Authority level/control  Documentation  Frequency: annual formal...
Hire & Retain CEO Right
Hire & Retain CEO Right
Hire & Retain CEO Right
Upcoming SlideShare
Loading in …5
×

Hire & Retain CEO Right

212 views

Published on

How a board can recruit and retain a great executive.

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
212
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • <> Why would this be so?
  • Directors have livesHigh unemploymentDecline in CUs
  • Directors have livesHigh unemploymentDecline in CUs
  • Directors have livesHigh unemploymentDecline in CUs
  • Selection Retention
  • Selection Retention
  • Cultures: risk averse or risk-takingBoard: face in & hands offBoard likes to get into the weeds & not likely to change, ot in a leadership/governance role, or ready to change
  • Know what you care about … is it succeeding financially, or according to regulatory perspectives, OR… are you looking to change the world as Steve Jobs did.
  • Know what you care about … is it succeeding financially, or according to regulatory perspectives, OR… are you looking to change the world as Steve Jobs did.
  • Know what you care about … is it succeeding financially, or according to regulatory perspectives, OR… are you looking to change the world as Steve Jobs did.Is it leading the field in product or corporate design, OR… maintaining the status Quo
  • First, activities of management. Then how these relate to board activities.
  • Hire & Retain CEO Right

    1. 1. How a Board can select and retain a great CEO
    2. 2. A Board’s #1 task …
    3. 3. 4 www.danclark.com
    4. 4. 5 www.danclark.com
    5. 5. 6 www.danclark.com
    6. 6. Recruiting
    7. 7. Retention
    8. 8. Pg 2 Know your corporate culture
    9. 9. Know your corporate culture
    10. 10. Know your corporate culture
    11. 11. Know your corporate culture
    12. 12. Correlate to corporate culture
    13. 13. Ask open-ended questions
    14. 14. Listen for values that match …
    15. 15. Listen for leadership styles.
    16. 16. Pg 3 Honor the Partnership
    17. 17. Clarify/Evolve the Roles
    18. 18. Recognition and Compensation
    19. 19. 100% Percent of Time & Degree of FocusPg 4 Growth in staff led  From first-time supervisor to CEO 
    20. 20. 100%Percentof Time &Degree of ConceptualFocus Work Operational & Technical Work Growth in staff led  From first-time supervisor to CEO 
    21. 21. Conceptual WorkOperational& Technical Work Conflict
    22. 22. Conceptual WorkOperational& Technical Work Harmony & Effectiveness
    23. 23. Big Strategic Plan Strategic Ideas Tactical Tactical Details PlanPg 5
    24. 24. Members Bylaws Board Bd. Governance Policies CEO Operating Policies Staff
    25. 25. Objective and subjective standards  Tactical plans  Authority level/control  Documentation  Frequency: annual formal; less formal quarterlyPg 6 www.danclark.com

    ×