We’re Doing CEO Feedback Wrong
The annual CEO feedback ritual is largely a waste of time. Three fixes can change that.
Maybe this sounds familiar: Once a year, your company’s leadership team takes an online survey or participates in individual interviews with the board chair or a leadership adviser about the CEO’s strengths and weaknesses. The resulting feedback is analyzed, prioritized, and then delivered to the CEO by the board chair: “You’re great at setting strategy, but your listening skills could be better.” An action plan is created and, with luck, revisited once or twice.
This standard procedure is largely a wasted opportunity. For one, CEOs generally know their strengths and weaknesses pretty well; they’ve ...
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