September 2013
Beginner
400 pages
8h 52m
English
Content preview from Startup CEO: A Field Guide to Scaling Up Your Business, + WebsiteBecome an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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CHAPTER THIRTY-EIGHT
WORKING WITH THE BOARD ON YOUR COMPENSATION AND REVIEW
In Corporate America and certainly in the land of startups, the board’s biggest, weightiest, and most important responsibility is probably hiring, firing or compensating the CEO. In this chapter, I’ll focus on compensation, which really means performance management and compensation.
THE CEO'S PERFORMANCE REVIEW
As I mentioned in Chapter 11, some kind of formal performance management process on you as the CEO is critical. It will help you understand the impact you're having on your organization, your strengths, your weaknesses, and your road map to being a better CEO.
You're not the only customer for your performance review. The board is an equally important customer. How can they properly figure out your compensation and guide you as your boss if they're not contributing to and reviewing your performance appraisal each year?
The three most important things about your performance appraisal are that you:
- Have one. This is where 90 percent of CEOs fall down. Even though your board, as your boss, should do this, you are the leader of your board—regardless of whether you are chairman. Lead them in this process as you would anything else
- Publicly acknowledge the results of your appraisal. This is Step 1 toward internalizing the feedback and making public commitments about acting on it, which leads to Step 3.
- Act on it! Feedback is a waste of everyone's time if you don't learn from it and drive self-improvement, ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.