Category: Board Capacity Building

Cementing the Partnership With Your Board

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

CEO Rob Paterkiewicz on Updating Selected Independent Funeral Homes’ Business Model

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

Board Chair Trudy Bartley and CEO Joanna Pinkerton on Breaking the Traditional CEO Mold at COTA

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

The CEO-COO Leadership Team at the Top

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

Making Superintendent Evaluation a Powerful Relationship Building Tool

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.

Taking a Holistic Approach to Strengthening Your Board’s Culture

“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

So Tell Us About Your Failures

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