Category Archives: Executive Assessment

Posts in this category relate to evaluating and communicating executive performance.

CEO Role

Every organization has, or needs, a leader. And it is true that the power of one committed, clear person can make all the difference in the world. But no one individual, even the greatest leader, does anything of much significance alone.

 *Excerpted From: Get Aligned Section of Manage to Lead, Seven Truths to Help You Change the World page 49, exhibit 36.
CEO Responsibilities from the book “Manage to Lead

The best leaders know that it is not all about them. It is about their team. Consequently, one of a CEO’s most important jobs (see highlighted text at left) is to ensure that every team member knows what the leader and team expects from her/him to achieve planned results.

How to Empower Executive Teams

A good way for executives to know what team members need from them is to ask each to share views on their own, and on each others’, individual strengths, contributions, growth, and opportunities for development. Continue reading CEO Role

How to Drive Elite C-Suite Performance

In a traditional performance evaluation, someone is assigned to compile and review with each executive a summary of her/his strengths, contributions, growth, and opportunities for improvement. The traditional process has many weaknesses which are summarized in this article recently published by Flevy.com, such as:

  • Compiling a quality performance assessment is difficult; consequently it often gets put off to be done at the last minute but it also takes time to do a good job and time runs out.
  • Assessment content tends to be arbitrary based on ability, skills, and perspective of the reviewer and may not represent the best thinking or interests of the team.
  • Reviewers tend to avoid raising and dealing with tough matters that should be addressed aggressively because it is uncomfortable and they are not trained or motivated to do otherwise.

Continue reading How to Drive Elite C-Suite Performance

How a top team spent a little time and took a big step to the next stage of growth.

Skills by stageBackground

Leaders of fast growing, early-stage organizations operate at a fast pace. Often the last thing there is time to do is assess the top team’s performance to determine how to prepare them for the next stage of growth.

Most team members know each other pretty well. They have a good idea what each other is good at, has contributed, how they have grown, and what each should focus on next for success. However, team members rarely have the time, energy, training, or nerve to share what they know in a forthright, supportive conversation with one another.

Yet there are serious consequences to not providing feedback when it is needed most. A recent article in the Wall Street Journal entitled “How To Tell If You Are a Jerk in the Office” (C-Suite Strategies, Journal Report, Feb 23, 2015), for example, highlights the importance of confidential feedback for executives. Not only are leaders and co-workers affected adversely by dysfunctional behavior but business performance and customer service can be damaged, often permanently, if poor behavior continues.

IntelliVen, a San Francisco-based organization improvement firm, uses a proprietary approach to help leaders and their top teams address top executive feedback head-on. Early this year, for example, IntelliVen worked with a rapidly evolving, $10M financial analytics firm serving Freddie Mac, US Treasury, and Capital One among other leading US financial institutions. The IntelliVen approach was used to assess the top team of senior executives relative to norms for successful organizations at a similar stage of evolution and to identify individual and team opportunities for learning.

Continue reading How a top team spent a little time and took a big step to the next stage of growth.

How an Executive Performance Assessment Process helped a COO become a CEO.

Leaders of fast growing, early stage organizations operate at such a fast pace that often the last thing there is time to do is assess each member of the top team’s performance to determine how to prepare them for the next stage of evolution.

Most team members know each other pretty well. They have a good idea what each other is good at, has contributed, how they have grown, and what they should focus on next for success. However, team members rarely have the time, energy, training, or nerve to share what they know in a forthright, supportive conversation with one another. Continue reading How an Executive Performance Assessment Process helped a COO become a CEO.

How to set up and run an Executive Incentive Compensation Program.

Each year, a well-run organization’s leadership completes a planning and budgeting process.  Achievement of the resulting annual business plan is dependent on each organizational unit meeting or exceeding its established goals as part of that plan. This requires that individual leaders take ownership of their part of the plan.

The objective of the Executive Incentive Compensation Program (EICP) is to allow executives who meet or exceed annual performance goals, both financial and non-financial, to participate in the organization’s overall success.  The more a given individual or group is responsible for the organization’s success, the greater their share of participation in the rewards.  Participation in the program is an important career milestone.

Participants

Executives with significant scope and scale of responsibility for achieving an identifiable portion of the organization’s financial plan and who are, and who are expected to continue to be, employees in good standing are eligible to participate in the program.  All staff proposed for inclusion are reviewed and approved by the Core Leadership Group.

Participation is not required.  Continue reading How to set up and run an Executive Incentive Compensation Program.