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| Article Archive |
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Access more than 500-plus authoritative articles published by Directors & Boards For your convenience, the pop-up menu above provides
quick and easy access to 55 essential reference topics. New articles are
frequently posted. |
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Article reprints are $10 each. Click to add to shopping cartCEO Development and Evaluation  ‘Is This the Day that We Fire the CEO?’ -- That’s a famous question of governance guru Bob Mueller -- and that is the question that many boards need to be asking, especially in executive sessions. By Directors & Boards Chairman Robert Rock.
Second Quarter 2006 [1 page(s)] Board Dealings with a Disabled CEO -- Not all CEOs are the same and not all disabilities are the same, but knowing what might happen and being prepared are the first lines of defense. By Robert Robins, professor emeritus at Tulane University.
Second Quarter 2006 [3 page(s)] What Does It Take to Be a CEO? A Lot -- All the qualities you need to look for in your next CEO -- or, if you are already sitting in the corner office or think you're clearly on your way there, what you need to keep in 'the front of your brain.' A 19-point CEO checklist. By investor and former AT&T Broadband CEO Leo Hindery Jr.
First Quarter 2006 [5 page(s)] The Four Key Beliefs of Successful Leaders -- 'I choose to succeed ... I can succeed ... I will succeed ... I have succeeded.' The challenge for boards is that these underlying beliefs can inhibit CEOs and other key executives from making needed changes in their behavior. By Marshall Goldsmith of Marshall Goldsmith Partners.
First Quarter 2006 [3 page(s)] Managing CEO Tenure -- It?s all in the contracting. The board has options for crafting contracts that address performance and treat the CEO fairly if removed from office. By Gerald E. Ledford Jr. and Terrence Brown.
Fourth Quarter 2005 [6 page(s)] A Personal Action Plan for the CEO -- It's a good bet that CEO evaluations will prove to be a passing fad if directors don't use them properly. Why the evaluation is only one half of a good idea. By Marjan Bolmeijer and Aart Pijl of Change-Leaders Inc.
First Quarter 2005 [3 page(s)] 'Taking Inventory' of the CEO -- An effective assessment process will ensure the development of stronger CEOs. Here is a model of a comprehensive and fair evaluation process. By Seymour Burchman and Jesse Purewal of Sibson Consulting.
Summer 2004 [5 page(s)] CEO Evaluation: Get serious to Make the Process Work -- The review process should be rigorous, objective, and fair, and the end result should be a stronger relationship between the CEO and the board. By Susan Boren and Robert Heidrick of Spencer Stuart.
Spring 2004 [3 page(s)] Rules for Rock-Sold Governance -- "Sutton?s Laws" won?t solve all the problems that boards face, but they can filter the bad boards from the good and allow directors to sleep better. By Gary Sutton, corporate director and turnaround specialist.
Spring 2004 [3 page(s)] The First 100 Days for a New CEO -- Don't squander those first vital days; wrong moves could take years to repair. Here are the right steps and the critical areas to address. By Janet L. Spencer and Peter K. Thies of Mercer Delta Consulting.
Winter 2002 [5 page(s)] Expanded Roles for the CEO -- To raise shareholder return and business performance, boards should encourage their CEOs to take on five new roles discussed here. Also includes a sidebar on the CEO's most important past roles. By Donald W. Mitchell of Mitchell and Co.
Fall 1999 [4 page(s)] How to Avoid Firing Your CEO -- Being sensitive to potential trouble early on, and having the courage to act, can help a board save time, expense, and, hopefully, the incumbent CEO. Here are definitive warning signs of impending CEO failure that can be discerned well before they show up in the quarterly earnings. By Richard M. Clarke of the CEO Perspective Group.
Fall 1999 [4 page(s)] CEO Casualties: A Battlefront Report -- Classic storm signals that indicate serious trouble ahead for an incumbent chief executive. By Denis B.K. Lyons of Spencer Stuart.
Summer 1999 [2 page(s)] A Message to My Successor -- A classic advisory from the retired chief executive of Koppers Co. Inc. Here is his imagined valedictory -- in the form of nine commandments -- that imparts a career's worth of wisdom on what a new CEO needs to know upon assuming the top spot. By Fletcher L. Byrom.
Spring 1999 [8 page(s)] Learning from Successful High-Tech CEOs -- There is a collection of traits that strongly correlate to high performance, especially in an environment of fast-paced change. Results of a two-year Andersen Consulting project to pinpoint these traits. By Robert N. Frerichs, global managing partner of Andersen Consulting's Electronics and High Technology Practice.
Spring 1998 [3 page(s)] Constructive Thinking on CEO Evaluation -- In the push to measure CEO performance, boards run a risk of subverting their true role. By Francis N. Bonsignore of Marsh & McLennan Cos. Inc.
Summer 1997 [4 page(s)] Boards and the New Leader Dilemma -- Here are 15 suggestions for how boards can collaborate with a company's new leader to help him or her avoid potential career-derailing pitfalls. By Edward H. Betof and Raymond Harrison of MCAssociates.
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