Ultimately, it is the responsibility of the board to make this choice. Here are some key steps to follow to ensure the new hire isn’t part of the 13 percent of CEOs forced out of the top office every year for failing to meet performance goals.
1. Determine CEO role requirements—quick recovery or long-term performance? Hiring a new CEO from the outside who can bring the expertise, experience and relationships needed to enter new markets or launch new products is a common recipe for success following a period of poor performance. On the other hand, “home grown” executives have a leg up in providing the strategic continuity and consistency critical in today’s turbulent marketplace. In the end, what allows a leader to excel in one scenario—a turnaround—does not necessarily make that individual great in another scenario—planned growth. While boards are often faced with pressure to make a quick hire to turn around performance, they should spend thoughtful and deliberate time clarifying CEO role requirements of the future, keeping a focus on the trade-offs inherent in what is needed to achieve the long-term vs. short-term needs of the company.
2. Keep culture a top priority. During periods of disruption, the right cultural fit can be transformative. Leaders brought on to drive short-term performance may focus more on “fixing the problem” than cultivating personal relationships and unifying the team in pursuit of long-term growth. Much like a body rejects a transplanted organ if the tissue is not a good match, organizations routinely reject mismatched leaders. Whether examining internal or external CEO candidates, we’ve found that better CEO hires often result from identifying and assessing CEOs against specific cultural competencies during the hiring and on-boarding processes. In our experience, if done well, improvements will be seen in CEO performance and reduced executive turnover rates.
3. Maintain transparency through performance reviews. Candid conversations about the CEO’s performance and how it is measuring up to role requirements are critical. Boards must assess whether the chief executive is evaluated against short-term turnaround goals or building company alignment on a long-term vision and then hold regular performance reviews to discuss how performance is measured against these objectives.
Sudden CEO departures can be some of the most disruptive corporate events. Yet with planned and strategic steps, boards can ensure the next hire is fit for purpose and poised to drive the change and results the company needs to move ahead and achieve market success.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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1:00 - 5:00 pm
Over 70% of Executives Surveyed Agree: Many Strategic Planning Efforts Lack Systematic Approach Tips for Enhancing Your Strategic Planning Process
Executives expressed frustration with their current strategic planning process. Issues include:
Steve Rutan and Denise Harrison have put together an afternoon workshop that will provide the tools you need to address these concerns. They have worked with hundreds of executives to develop a systematic approach that will enable your team to make better decisions during strategic planning. Steve and Denise will walk you through exercises for prioritizing your lists and steps that will reset and reinvigorate your process. This will be a hands-on workshop that will enable you to think about your business as you use the tools that are being presented. If you are ready for a Strategic Planning tune-up, select this workshop in your registration form. The additional fee of $695 will be added to your total.
2:00 - 5:00 pm
Female leaders face the same issues all leaders do, but they often face additional challenges too. In this peer session, we will facilitate a discussion of best practices and how to overcome common barriers to help women leaders be more effective within and outside their organizations.
Limited space available.
10:30 - 5:00 pm
General’s Retreat at Hermitage Golf Course
Sponsored by UBS
General’s Retreat, built in 1986 with architect Gary Roger Baird, has been voted the “Best Golf Course in Nashville” and is a “must play” when visiting the Nashville, Tennessee area. With the beautiful setting along the Cumberland River, golfers of all capabilities will thoroughly enjoy the golf, scenery and hospitality.
The golf outing fee includes transportation to and from the hotel, greens/cart fees, use of practice facilities, and boxed lunch. The bus will leave the hotel at 10:30 am for a noon shotgun start and return to the hotel after the cocktail reception following the completion of the round.
