I’ll be in Chicago this coming weekend, speaking to around 300 chief executives from all over the country about practical ways to build and maintain a really healthy, enduring board-CEO partnership that can withstand the inevitable stresses and strains at the top of every nonprofit and public organization. I’ll be urging the CEOs in my
Sue Buchholtz, then President & CEO of The Spring, a nonprofit serving victims of domestic violence, made a vivid impression when I first met her in early 2002, shortly after my wife Barbara and I had relocated to Tampa Bay from the Dallas area. Sue was participating in a roundtable of nonprofit CEOs I’d assembled
Early in my career I experienced at close range a CEO not walking his talk. I was serving as chief of staff to the president of a large three-campus community college. With the urging of his board’s officers, my boss decided that he needed to focus far more heavily on the institution’s external agenda –
The podcast that Tom Lambert, President & CEO of the Metropolitan Transit Authority of Harris County, recorded for this blog describes METRO’s new Office of Innovation, which has proved to be a very effective generator of “out of the box” change initiatives. Reporting directly to Tom, the Office isn’t a traditional planning organization. Rather, it
The following article is excerpted from Doug Eadie and Dave Stackrow’s forthcoming book, Becoming Your Board’s Chief Governing Partner: a Practical Guidebook for Transit CEOs and CEO-aspirants. In our travels around the country these days, we see an increasing number of new-style public and nonprofit sector chief executives, including many in the transit industry, who you
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