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CHIEF EXECUTIVE OFFICERS

CHIEF EXECUTIVE OFFICERS. HERE TODAY, GONE TOMORROW!. A successful board has directors who are unafraid to ask the following ten questions:. Do we have the right CEO? How well is the CEO’s compensation linked to actual performance?

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CHIEF EXECUTIVE OFFICERS

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  1. CHIEF EXECUTIVE OFFICERS HERE TODAY, GONE TOMORROW!

  2. A successful board has directors who are unafraid to ask the following ten questions: • Do we have the right CEO? • How well is the CEO’s compensation linked to actual performance? • Does the CEO have a precise understanding of the money – making recipe for the volunteer organisation? • Is the CEO and the management team looking at external trends and diagnosing the opportunities and targets presented? • What are the sources of organic growth? • How rigorous is the process for developing the leadership and gene pool? • Does the CEO have the right approach to diagnosing financial health? • Is the CEO examining measures that capture the root causes of performance? • Do you get bad news from the CEO and management in time and unglossed? • How productive are executive sessions?

  3. How effective is the CEO in: • Managing overall? • Shaping long-term strategy? • Bolstering the organisation’s image in the community? • Managing during a crisis? • Planning for top management succession? • Anticipating possible threats to the organisation’s survival? • Balancing interests of different stakeholders? • Monitoring strategy implementation? • Building networks with strategic partners? • Enhancing government relations?

  4. “We’re the good guys. We are on the side of angels”. Jeffrey Skillivig, former CEO of Enron, awaiting trial on fraud and other federal charges

  5. The CEO is judged, in detail, on the following aspects: • Volunteer organisation’s performance • Leadership of the organisation • Team building and management succession • Leadership of external constituencies • Board intervention and leadership

  6. WHY DO GREAT ORGANISATION’S FAIL? They fail for two major reasons: • Inability to escape the past. • Inability to invent the future.

  7. Inability to escape the past!

  8. Inability to invent the future!

  9. ARE WE FAIR TO THE CEO WHEN FACTORS ARE LARGELY OUTSIDE A CEO’S CONTROL? • Does the board take the following into account? • Unforeseeable changes – either internal or imposed by external events – in the circumstances in which a job is carried out? • Poorly defined responsibilities? • Inappropriate or unachievable objectives or targets? • Insufficient guidance or support from the board or chairman? • Inadequate co-operation or support from colleagues? • Inadequate resources – money, staff, equipment or time? • Insufficient training? • The job demands levels of skill or knowledge that the CEO does not have and could not reasonably be expected to process.

  10. “A bad reputation is like a hangover. It takes a while to get rid of an makes everything hurt”. James Preston Former CEO, AVON

  11. “If we were making that decision now in light of the press scrutiny we have been receiving, we probably would not have taken that risk”. Robert C Winters Former Chairman, Prudential Insurance

  12. “I want a society that is based on truth. That means no longer hiding what we used to hide”. Boris Yeltsin

  13. As Gary Hamel and CK Prahlad said in their seminal work, Competing for the Future: “Getting to the future first is not just about outrunning competitors bent on reaching the same prize. It is also about having one’s view of what the prize is. There can be as many prizes as runners; imagination is the only limiting factor. Renoir, Picasso, Calder, Serat, and Chagall were all enormously successful artists, but each had an original and distinctive style. In no way, did the success of one preordain the future of another. Yet each artist spawned a host of imitators. In business, as in art, what distinguishes leaders from laggards, and greatness from mediocrity, is the ability to uniquely imagine what could be”.

  14. “Good intentions are not substitute for good actions”. Marianne Jennings

  15. Thank You Dr Len Konar

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