Category: Board Capacity Building

CEO Dave Genova on Getting Stakeholder Engagement Right at RTD-Denver

You’ll recall that in earlier posts at this blog we’ve defined “stakeholders” as individuals, groups, and organizations it makes sense to build and maintain relationships with because something important is at stake, for example, political and financial support, credibility, image, etc.  Over my 30 years of work with nonprofit and public CEOs and their boards

CEO Suzanne McCormick on Getting the CEO-COO Partnership Right at United Way Suncoast

Experience has taught me that no matter how well-designed, the chief executive officer-chief operating officer leadership structure can easily fail.  In fact, over my 30 years in the nonprofit leadership business I’ve seen many more CEO-COO duos crash and burn than succeed.  I’m reminded of one of my earliest experiences, when I was chief of

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

Caveat Emptor: an Axiom All Really Board-Savvy CEOs Take to Heart

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

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.