Doug Eadie: Your CEO and Executive Team Coach and Advisor

  • Doug has clarify our organization's strategic directions and its strategic change targets.
    Steve Bland
    former CEO
    Port Authority of Allegheny County Capitol District Transportation Authority
  • Doug's approach...created a high degree of board ownership of the recommended new committee structure.
    James McGuirk, PhD
    Executive Director & CEO
    Astor Services for Children and Families
  • Doug helped us transform a really good Spokane Transit Authority Board into an even stronger governing body.
    Susan Meyer
    Chief Executive Officer
    Spokane Transit Authority
  • Doug's work... has taken our Board's leadership to the next higher-impact level.
    Ronnie L. Bryant, CEcD, FM
    President & CEO
    The Charlotte Regional Partnership
  • With Doug's help, we've laid the foundation for a rock-solid Board-CEO partnership at the Miami Lighthouse for the Blind and Visually Impaired, Inc.
    Virginia A. Jacko
    President & CEO
    Miami Lighthouse for the Blind and Visually Impaired, Inc.
  • With Doug's assistance, our School Board's Governance Task Force came up with a number of concrete improvements...
    Paul Dugan
    former Superintendent
    Washoe County Public Schools
  • Doug was a superb retreat facilitator — energizing and engaging participants while leaving them thoroughly satisfied.
    David Gehm
    President & CEO
    Lutheran Homes of Michigan
  • Doug's presentation...provided participants with a fresh view of the Board/CEO partnership...
    Jeff Finkle
    President & CEO
    International Economic Development Council
  • Doug's work with the NLEP Governance Task Force has yielded a powerful return in terms of high-impact governing.
    Kurt Foreman
    former President
    North Louisiana Economic Partnership
  • The "Meeting the Governing Challenge" workshop that Doug presented for AENC member CEOs was a real success, engaging participants and providing them with lots of practical guidance.
    Jim Thompson
    Executive Director
    Association Executives of North Carolina
  • Doug helped me and my Board Officers design and facilitate a really powerful daylong retreat.
    Lana Vukovljak
    former CEO
    American Association of Diabetes Educators
  • Doug facilitated a really energizing retreat that kicked off our governance improvement effort.
    Bill Scott
    former Executive Director
    Kentucky School Boards Association
  • The workshop Doug provided...was a real winner: substantive, insightful, and entertaining.
    Joan Tezak
    Executive Director
    Colorado Society of Association Executives
  • Doug's presentation on leading change...excited and inspired the audience.
    Linda Kloss
    former President and CEO
    American Health Information Management Association
  • I received more personal thank you notes and emails than any other year when Doug Eadie shared how to be a "board savvy CEO."
    Cheryl Ronk, CAE
    Michigan Society of Association Executives
  • Doug's High-Impact Governing Model is a powerful and very practical approach to building board-CEO partnerships...
    Sue Buchholtz
    President & CEO
    Evergreen Life Services

Over the past quarter-century, Doug Eadie has served as a high-level coach and adviser to the CEOs and Executive Teams of hundreds of nonprofit and public organizations in diverse sectors, including association management, economic and community development, education, health care, public transportation, and social services, among others.  Focusing on governance and change leadership, Doug’s engagements are always tailored to the unique needs and circumstances of particular clients. 

A Tailored and Flexible Approach 

Doug Eadie will work closely with you to fashion a coaching/advising engagement that fits your needs and your specific circumstances, including your budget.  An engagement might:

  • Involve one-on-one interaction with the CEO exclusively or a mix of CEO-only and CEO plus Executive Team interaction.
  • Require only a day of Doug’s time or several weeks over a year or longer.  The client determines the boundaries and rhythm that fits.
  • Involve a retainer arrangement (for example, two days a month over the course of a year).
  • Involve only in-person sessions or teleconferences or a mix of both.

Whichever approach you choose, you can be confident that Doug’s work as your coach and adviser will be meticulously tailored to your unique organization and your particular situation.

Based On Doug's In-Depth Expertise and Wide-Ranging Experience

Doug Eadie has spent 25 years working with the CEOs and Executive Teams of diverse clients in two major areas of nonprofit and public leadership:  governance (building boards’ high-impact governing capacity and developing rock-solid board-CEO working relationships) and leading change (identifying strategic issues, fashioning and implementing change initiatives to address the issues).  In keeping with the hallowed principle that a consultant should provide advice only in areas where he or she is truly an expert, Doug Eadie’s coaching and advising focus on these two areas.

In the Area of Nonprofit and Public Governance

  • Doug coaches CEOs on how they can become more “board-savvy” and can go about developing a rock-solid working relationship with the board, covering such topics as:

    • Strategies for securing the board’s commitment to systematic development of its governing capacity.
    • The CEO’s role as Chief Board Developer.
    • CEO communication and interaction with the board.
    • The process for board evaluation of CEO performance.
  • Doug coaches CEOs and Executive Teams on implementing major board governing improvements that have typically been generated by a daylong board-executive retreat or a governance task force involving board members and the CEO.  This implementation coaching involves such matters as:

    • Coming up with a detailed game plan to launch a new board committee structure, including orienting new committee members on their committee’s role and functions.
    • Mapping out the procedures for Executive Team support of newly established committees, dealing with, for example, the development of agendas and documentation for committee meetings.
    • Developing plans for assisting the board’s governance committee in recruiting and orienting new board members.
  • Doug also coaches CEOs and Executive Teams on regularly fine-tuning and updating their board’s role, structure, and governing processes as part of a Continuous Governance Improvement Process, dealing with, for example:

    • Strengthening the committee chair’s role.
    • Improving committee reporting to the full board.
    • Upgrading the process for developing committee agendas.
    • Making board-staff communication more effective.

In the Area of Nonprofit and Public Change Leadership

Doug’s coaching in this area usually revolves around applying the powerful Change Investment Portfolio Process that he has developed and thoroughly tested over the past 25 years, including such matters as:

  • Working with the CEO one-on-one to develop his or her role as Innovator-in-Chief, including securing the board’s commitment to participate in the Change Investment Portfolio Process, leading the Executive Team’s participation in the Portfolio Process, overcoming the fear of change through motivation and inspiration, and leading the implementation of change initiatives.
  • Helping the CEO and Executive Team map out a detailed design for applying the Change Investment Portfolio Process that is tailored to the organization’s unique needs and circumstances (including resource constraints)  for example, that the process will be kicked off by an intensive daylong strategic work session for the purpose of identifying and assessing major issues and exploring possible change initiatives.
  • Providing hands-on advice to the CEO and Executive Team during implementation of the detailed Change Investment Portfolio Process design, for example, making sure that adequate information for identifying issues is made available to participants in the strategic work session.
  • And periodically advising the CEO and Executive Team on incremental tweaking of the Portfolio Process design to adapt to changing circumstances.