Engaging the board to maximize a new CEO's impact
Although a solid performer for two decades, the new CEO hadn’t been groomed to lead the technology and business services firm, with 60,000 employees worldwide. The business was close to bankruptcy, and the board had fired the previous CEO.
We devised a process to help the CEO learn how to engage and use the board as a resource. First, we interviewed the partners individually, focusing on their perception of the CEO’s performance, the firm’s top strategic priorities, and their working preferences. Next, we used our analysis of the partners’ comments to help the CEO develop a plan for collaborating with them. Finally, we helped the CEO and board develop approaches to handling important tasks.
The CEO and partners said the process enabled them to forge a positive working relationship. Our efforts ensured everyone could focus on the firm’s priorities and maximized the CEO’s impact as a leader and board chairman.
