Years ago I was working as a coach to a CEO search committee that was developing the questionnaire they’d be using in interviewing candidates for the job. One suggestion that stimulated a fair amount of discussion and proved very valuable in the interview process was that we’d ask candidates to describe a couple of failures
If we simply think about ourselves, our stress and our problems and what we have to deal with, we miss the greater view of life. It is not simply us. It is our community. It is all of us. We are one member of this humanity. . . .We must always think of others at
This is the first in a series of articles dealing with eight insidious foes of a solid board-CEO partnership. An insidious foe is an erroneous assumption that can seriously damage the board-CEO partnership, but that isn’t obviously a foe. In fact, it can appear relatively benign, which makes it especially dangerous. “ We need help!” Those
“You know”, I said, “if you go back far enough, the overwhelming majority of us are from somewhere else.” We were introducing ourselves during the first hour of the inaugural English conversation class I’m teaching at the Hispanic Outreach Center in Clearwater, Florida, and it was my turn to tell a bit about my own
“Why in heaven’s name would I even consider it?” This how my colleague Jeff Finkle, President & CEO of the International Economic Development Council, responded over dinner a few weeks ago when I asked him whether he’d ever thought about downsizing his relatively large 55-member board. Jeff and another close colleague of mine, Virginia Jacko,
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