The CEO's job is a heady mix of power, responsibility and isolation. Their staff isn't going to criticize them. The board doesn't observe them working. How can chief executives know if they're excelling or failing?
The CEO evaluation process is often overlooked. What could be riskier? The board, in its oversight responsibilities, must be able to assess business results, personal integrity as well as management ability. The board should not only evaluate, but encourage and support the CEO--and be able to correct or redirect before it's too late.
Join this discussion and develop this shockingly overlooked management best practice.
Speaker: Steve Johannsen
Steve spent 32 years, including 15 as President, growing a 1,000-person environmental engineering firm to $430M. He is now Chair of Weston & Sampson, an ESOP, and he leads their succession plan. He also sits on the board of Protanic and Capitol Lakes Foundation. Steve leads two Executive Agenda groups in the Madison area. He holds two Masters degrees from the University of Wisconsin – Madison. Steve is an avid biker and an active member of Downtown Rotary and has twice chaired its Ethics Symposium.
Our goal is good talk: the Intensive format and discussion questions
Most roundtables are really just lectures by consultants to people sitting at tables that are round.
Our Intensives are 100% peer-led. A CEO kicks off with 15 minutes of stories about success and failure, immediately followed by facilitated discussion of 3 provocative questions which, for this Intensive, are:
Our virtual session are limited to 10. We'll convene in person twice later this year. If you have any questions, call Derrick Van Mell at (608) 260-9300.
Sponsor: Michael Best