Year: 2018

In my experience, the nonprofits that thrive and grow over the long run are headed by chief executive officers who devote at least 75 percent of their time on the average to two critical functions:  governance – developing and supporting the governing board (around 25 percent of their time); and external relations – image building

The following article appeared in the Spring 2018 edition of the Association Forum’s “CEOnly Newsletter.”  It is reprinted here with the Forum’s permission. Satisfied Owners Make Better Partners Thirty years of working with nonprofit boards of all shapes and sizes and their chief executives have taught me that your long-term success and professional longevity as

I’m pleased to share the fourth podcast in this blog’s ongoing series on updating nonprofit business models, featuring Rob Paterkiewicz, Executive Director and CEO of Selected Independent Funeral Homes, a national trade association. You’ll recall that the May 18 post at www.extraordinaryceo.com takes a close look at the business model concept, which has been defined

Traditionally, at the top of the list of qualifications public transit boards specify when recruiting candidates for the CEO position is in-depth operational experience.  So it’s no surprise that over the years the great majority of vacant CEO positions have been filled with executives who have worked their way up the operational ladder in one

Doug Allen, Chief Executive Officer of Virginia Railway Express, doesn’t need to hear this true cautionary tale, as you’ll see from the podcast he recently recorded for this blog. A few years ago I arrived at the administrative offices of a mid-size transit authority to meet with the CEO, who wanted to discuss my possibly

To judge from participants’ questions during and after the workshop that I presented on September 25 at the American Public Transportation Association Annual Meeting in Nashville, one of the concepts I discussed that struck a real chord was that “board-savvy” CEOs are a preeminent key to building a solid board-CEO partnership that can withstand the