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CEO Relations Published Info

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Evolution of a CEO Evaluation

Lisa Hochgraf

University FCU chair and CEO say effective communication is critical to a board giving its top executive useful feedback.

What to Do Before Launching a CEO Search

Lisa Hochgraf

Tips from IBM Southeast Employees’ Credit Union

Be Friendly Not Friends

Les Wallace, Ph.D.

Professional dialog and fruitful differences of opinion get lost when board-executive relationships become too close.

2013 CEO Compensation Data

Scott Dettmann and Bob Cartwright

This excerpt from the 2013  CUES Compensation Survey’s executive summary shows that CU chief executive pay is up.

Three Key Practices for a Smooth CEO Transition

Charles Roumas and Bob Morgan, CSE, CCE

Once a credit union’s board of directors has completed the lengthy, critical and often difficult task of hiring a new CEO, both the new executive and the directors must begin the process of building strong rapport in an environment of mutual respect. It is crucial to the credit union that the stewards of the institution and its top executive have a common vision, and priorities that are aligned.

Policies Present Board Perspective, Set Limits

Steve Winninger

The board exerts full but indirect control over both what a credit union does and how it does it. This control is maintained not by getting “into the weeds,” but by setting policy, retaining the right to change any policy at any time, and being the final arbiter of what is acceptable management action. 

The 7 Constituents of Highly Effective CU Boards

Daisy Nelson White

Who are the wider group of people affected by CU directors’ work? Yes, members, but that’s just the simple answer

Executive Sessions: One Kind of ‘Other’ Board Meeting

By Ron Polaniecki, CAE

Dan Clark of credit union consulting firm Dan Clark Associates, LLC, Tallahassee, Fla., describes situations for which it would be normal for a board to hold an executive session, and notes that an executive session is just one possible type of “other” board meeting a credit union’s leaders can have.

Assumptions and Diplomacy in CEO/Board Communication

Mark Haeussler with contributions from Deedee Myers

To develop a solid CEO/board relationship, reveal your assumptions and don’t go too far on “getting along.”

How to Avoid Providing Your Superb CEO With Only Average Compensation

William A. Stevenson

To avoid paying an middling salary to a great CEO, credit unions must have an overarching executive compensation philosophy that considers more than immediate market competiveness.

Easing the Transition to a New CEO

Sharon Custer, CCUE

BMI FCU is splitting the president/CEO title to prepare for its top executive’s retirement.

Changing of the Guard

Henry C. “Hank” Klein

A retired CEO describes the transition process used as he stepped down and a new CEO took over, including the value to staff, board, members and himself of having a retirement send-off.

Avoiding Mistakes

Theresa Witham

Properly analyzing and responding to mistakes can improve your credit union’s future results.

Q&A: When CEOs Sit on Boards

Carroll Beach

Tips on training, governance, CEO-board relationships and more from a board member who used to be a CEO.

Appraising Your new CEO

David O. Renz, Ph.D.

Establishing an appraisal process for your newly hired CEO will be much easier—and more productive—than starting a performance communication process after the CEO has been on the job for a few years.

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