1. LASA 2014 Measuring CEO Performance

2. LASA 2014 “A better world through exceptional leadership.”

3. LASA 2014 “Mobilising people to achieve important outcomes … in order to thrive.”

4. LASA 2014 Key r oles of Boards 1.Set Vision through to Strategy 2.Recruit and monitor CEO 3.Manage compliance and risk

5. LASA 2014 Why measure CEO performance?

6. LASA 2014 Why measure CEO performance? “The most common form of foolishness is forgetting what we set out to accomplish”. Nietschze

7. LASA 2014 “Adequate strategy with great execution is much better than great strategy with poor execution.” Why measure CEO performance?

8. LASA 2014 Why measure CEO performance? 1.CEO is responsible for strategy AND for compliance AND risk 2.i.e. Your organisation’s entire future … and maybe your reputation and house … depends on the CEO. 3.Hawthorne Effect: measurement means improvement

9. LASA 2014 Measure CEO performance in two key domains Technical Leadership Adaptive Leadership

10. LASA 2014 Type of Challenge Problem Definition SolutionLocus of Work TechnicalClear Authority Technical & Adaptive ClearRequires Learning Authority & Stakeholders AdaptiveRequires Learning Stakeholders

11. Technical Adaptive

12. LASA 2014 Technical Outcomes Vision Mission Strategy – The CEO’s Workplan Business Plans (finance, HR, etc.)

13. LASA 2014 Adaptive Outcomes Culture Change Behaviour Organisation Development

14. LASA 2014 Common Tools Chair - CEO professional supervision Evaluation against strategic plan KPIs 360 degree feedback Culture surveys Board “presence”

15. LASA 2014 $ Performance Incentives Often controversial Often (at least partly) subjective MacGregor Theory X-Y, Herzberg Hygiene - Motivator, and more

16. LASA 2014 Role of the Board Every CEO evaluation is also the Board looking in the mirror. Ends and means policies in place? Systems aligning to vision?

17. LASA 2014 Tips & Tricks 1.Plan process well ahead 2.The strategic plan is the CEO’s workplan 3.Align reports to strategic outcomes. 4.Regular out-of-meeting communication 5. No surprises!

18. LASA 2014 Traps 1. The CEO - Board psychodynamic system 2. Involvement: CEO - Board Goldilocks involvement 3. If KPI’s: align with strategic plan 4. If incentives: great care

19. LASA 2014 Questions ?

20. LASA 2014 Measuring CEO Performance