All about Seven Surprises for New CEOs
Learn from colleagues and experts
Join now. Now 30 days for free.
Log in
X
Why register?
Welcome to the world's #1 website about management.
- Discover 1000s of knowledge centers.
- Learn from colleagues and experts.
- Share best practices with 1,000,000 members.
- Accelerate your management career.
- Now 30 days for free.
Log in
|
Even CEOs Need Time to Learn...
S. M. Sapatnekar, Director, India
Anyone new to a position is a learner; most CEOs will not readily appreciate that.
To be the top boss is a cherished ambition. On attaining it, one invariably presses the "undo' switch to assert his identity.
This comes with an unconscious desire of past insults, past dreams, old value system and disregard to generation gap - now it changes every seven years.
Also, there is a bad trend established; two quarters of low profits - and the CEO is on way out. There is a callous disregard to external economic environment.
Quite often the 'board' is wise in hindsight. With such predatory approach, do we really expect a CEO to perform? He is busy creating evidence to show 'I told you so'.
Why is there never a discussion as to how the board members perform? Or are they born with all wisdom?
|
|
| |
|
Evaluating Board PerformanceJean Francois Sonson, CEO, Saint Lucia Performance evaluation should not be restricted to CEOs, management and staff. Evaluation of the performance of the board is an important part of good corporate governance, and should be done at least yearly to determine whether board members are meeting obligations to the overall board and sub- committees that they function on.
Additionally, the entire board should evaluate its achievement of the goals and objectives that it would have set for the period. |
|
| |
Do you wish to study further? You can learn more from the summary, forum, discussions, lessons, courses, training, instructions, expert tips, best practices and education sources. Register.
|
|
|
|
|
Special Interest Group Leader
|
|
|
More on Seven Surprises for New CEOs
|
|
|
|
|
|
|
|
