My last post – “Welcome To Your New Profession: CEO!” – talks about the unique features of CEO-ship that make it different in kind from other executive positions. One unique feature that is worth taking a closer look at is the CEO’s responsibility to make sure that she works with her board to put in
“I feel like I’ve changed professions,” the new president & CEO of an aging services organization said in our recent meeting. “You definitely have,” I responded. I elaborated by pointing out that she shouldn’t think of herself any longer as essentially a senior executive and expert in aging services; her new job was different in
This instructive true story goes back almost 25 years. I’d worked really hard crafting what seemed like a pretty compelling report, recommending that the board and CEO of my client, a regional economic development corporation, take a number of important steps to clarify the board’s governing role, fine-tune its committee structure, and upgrade the process
I recently finished Doris Kearns Goodwin’s fascinating, beautifully written history of the Progressive era and the presidencies of Theodore Roosevelt and William Howard Taft, The Bully Pulpit (Simon & Schuster, 2013). Among other things, it’s a superb study of leadership that I wholeheartedly recommend to my colleagues in nonprofit and public management. I found especially interesting Goodwin’s
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