A two-person executive office consisting of a chief executive officer and chief operating officer (typically known as “president”) is a staple in the for-profit sector. And these days I’m seeing the configuration more frequently in larger nonprofits where several senior executives once reported directly to the CEO. There’s a pretty compelling reason for adopting this
Truly board-savvy superintendents make sure that their board evaluates their performance at least annually, employing a well-designed process that gets the heart of the superintendent’s leadership as chief executive of her district. Really board-savvy superintendents know that a simplistic approach won’t get the job done – in fact, might actually damage the board-superintendent working relationship.
“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 the perception of a majority of board members and