Boardroom Metrics works with public, private and not-for-profit Boards of Directors, helping them execute their three key roles: 1) identifying and mitigating risk; 2) validating strategy and overseeing its execution; and, 3) hiring and performance managing the CEO.
CEO Performance Evaluation
Use this evaluation to objectively measure CEO performance versus the goals and expectations of the Board.
Key elements of this CEO evaluation template include:
• The CEO’s leadership performance
• The CEO’s management performance
• Relationship of the CEO with the Board of Directors
• The CEO’s financial stewardship of the organization
• Key accomplishments of the CEO and assessment versus Board-set goals
• Areas of CEO improvement
• Performance Development Action Plan
CEO Performance and Board Governance Audit
It is the Board’s responsibility to hire, retain and performance manage the CEO. Common opportunities most Boards have to perform this part of their role more effectively include: job description; performance criteria; contract and terms; evaluation frequency; feedback and insight; and, coaching and training.
For Boards seeking greater governance and CEO leadership effectiveness, the Boardroom Metrics Governance Audit provides practical, useful insight and improvement recommendations.
CEO Performance Coaching and Mentoring
For Boards or CEO’s seeking insight on CEO performance and how to improve it, engaging the services of an experienced CEO coach can be an important investment. A CEO coach helps the CEO understand their role and responsibilities and what actions they can implement to perform at a higher level. Boardroom Metrics CEO coaching is provided to Boards, HR Departments and interested, performance-oriented CEO’s.
The CEO Performance Evaluation is the primary and most formal process the Board has for measuring CEO performance. Regularly measuring performance is important because the Board delegates responsibility for day to day management of the business to the CEO. From a governance point of view, the Board MUST take steps to ensure they know how well the CEO is carrying out their mandate.
Feedback from the CEO performance evaluation process is important to the CEO as well as the Board. Through the evaluation process the CEO gains a clear understanding of the Board’s goals, receives well-deserved and positive feedback on accomplishments, and gets an opportunity to clarify the Board’s expectations around performance of the CEO role.
Here are the key goals of the CEO performance evaluation process:
- Objectively measure CEO performance vs. the goals and expectations of the Board
- Reinforce and strengthen as necessary the alignment between the CEO’s priorities and performance, and the mission, vision and goals of the organization
- Define and establish the criteria, process and expectations for CEO growth and development opportunities
- Build a stronger more productive relationship between the Board and the CEO
- Fulfill a primary Board governance duty to ensure that organization is well lead and if not, to provide a legitimate basis for terminating the CEO
Three Factors Driving Corporate Governance Failure
Corporate Governance Failure Is Very Common We are passionate advocates for strong corporate governance. We believe good governance leads to organizational health and sustainability. When we get depressed, it’s when another large (frequently public) organization [...]
What is Corporate Governance PPT
Corporate governance is most effective when Directors share a common understanding of governance, the Board’s governance role and the key building blocks for achieving effective corporate governance. This presentation has been given to Associations, private [...]
Board Assessment Tool: Governance or Operating Board?
What Association Board type are you - oversight or operations? As Boards of Directors strive to improve their governance effectiveness, a key challenge many face is striking the right balance between oversight and [...]
Board Composition: what’s the right size Board of Directors?
How many Directors should your Board have? Nine. Ok. It depends. Here’s how to about it: The logic of Governance Board size For most organizations three to four is likely too small. A Board’s role [...]
When is a Governance Board Too Deep into the Operation?
Is your Board too deep into the operation? Generally, we find that Directors are very aware – perhaps too aware – of crossing the line from governance into operations. It can be confusing to try [...]
Top Four Governance Findings from Board Assessments
Here are four of the most common findings from our Board governance assessments over the past ten years: Directors don’t share a common understanding of the Board’ role. A critical step in every governance assessment [...]