Whitepaper Brief | Executive Worksheet
The CEO Dilemma A Short, Confidential Questionnaire for CEOs
Completed By:_________________________________
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2010 Cardwell Group, All Rights Reserved
Confidential CEO Questionnaire Take a minute to think about your senior team. The intent of this questionnaire is to produce insight. The results are for your eyes only. On the adjoining page, please write the names of each person on your senior team (this list will typically include all direct reports, as well as other key individuals in strategically sensitive areas throughout your organization). [For confidentiality, you may prefer to use numbers or codes.] To the right of each name there are two columns. Please fill in the circles that best reflect your experience with each of the individuals listed. In completing your assessment, please consider the following: Performance Outcomes
Values-Driven Behavior
Low Performer: Some people perform at a very low level. They can’t (or won’t) produce results. They may spend time on “activities,” but fail to produce the desired “outcomes.”
Cultural Misfit: Some people create chaos when they work with others. Some want everything “their way” – some refuse to change with the times. From a values-driven behavior standpoint they personify the worst of your organization’s culture.
High Performer: Other people on your team are high performers. You can count on them to produce the desired outcomes. They get the right things done.
Cultural Fit: Other people fit well within your culture. They are easy to work with – their behaviors are consistent with your organization’s core values. They personify the best of your organization’s culture.
For Example: Executive Names
Performance Outcomes Low Performer (Does not get things done)
1. John Doe, VP Sales This response would indicate that you believe he is…
High Performer (Produces desired outcomes)
an excellent performer…
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Values-Driven Behavior Cultural Misfit (Personifies the worst of our culture)
Cultural Fit (Personifies the best of our culture)
but his behavior does not “fit” with your organization’s values
Plotting the Results Please transfer the data from the previous page to the graph below. For example, refer to the John Doe data (at the bottom of page two of this questionnaire). We rated him an “8” on the Performance Outcomes axis, and a “2” on the Values-Driven Behavior axis. (See his position on the graph below.) Now use your data (from page 3 of this questionnaire) to plot the position of each member of your team.
Performance Outcomes Low Performer
9 Fit
1
High Performer
2
3
4
5
6
7
8
8
Values-Driven Values-DrivenBehavior Behavior
7
6
5
4
3
John Doe (8, 2)
2
1 Misfit
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9
Values-Driven Behavior
Values-Driven Behavior
Analyzing the Results Performance Results Low Performer
High Performer
Fit
Individuals in this quadrant are stars. They are highlevel performers who fit easily into your culture. They are your best people. They need to be nurtured, developed and rewarded.
Individuals in this quadrant are unacceptable. They cannot produce results, and they are misfits within your culture. They need to be outplaced.
Misfit
Performance Results Low Performer
High Performer
Fit
U Misfit
Performance Results Values-Driven Behavior
The Clear Positions with Clear Choices.
Low Performer Fit
The Noticeable Dilemmas with Tough Choices.
High Performer
Dilemma
Individuals in this quadrant are typically well-liked and personify your culture. Although they are very loyal to their leaders, the world may be passing them by. It’s becoming noticeable to everyone that they are not producing the results that they used to. They need to be coached to improve their performance or be reassigned to a position where they can perform at a higher level. If neither is possible, you have a tough decision to make.
Individuals in this quadrant are top performers. You can count on them to get things done. But they create a great deal of chaos. Almost no one “can stand” these people. In completing their work, they tear apart your culture. They play by their own set of rules. They are truly high performing misfits -- who create a lot of “walking wounded” in their wake. They need to be coached to improve their behavior. If they can’t, you’re faced with a dilemma. Will you sacrifice your culture for this person’s performance? [Jack Welch of General Electric said that dealing with this kind of person is a difficult choice for any CEO – but it’s imperative for long-term team success!]
I
Misfit
Values-Driven Behavior
Performance Results Low Performer
High Performer
Fit
Dilemma
II Misfit
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Succession Plan Template
1. Purpose of Plan a. CEO Replacement
b. Management Development
2. Interim CEO Policy
3. Communication List a. b. c. d. e. f.
Board Employees by Management Level SEG or Sponsor Group Members Media Regulators
4. Special Board Meetings a. Emergency Replacement
b. Planned Retirement
5. Audit
6. Leadership Development a. Senior Management
b. Other
7. Management Assessment
8. Organizational Chart
9. Search Policy
Management Assessment1 Employee Name Skills Business Acumen Member Focus Strategic Insight Vision & Purpose Values & Ethics Action Commitment Teamwork Innovation Staffing Developing People Performance
Date Excellent
At Standard
Below Standard
Career Goals
Performance Highlights
Challenges
Summary of Strengths
Development Needs
Short Term Targets (0-2 years)
Long Term Targets (2-5 years)
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Execution, The Discipline of Getting Things Done by Larry Bossidy and Ram Charan
Board of Directors Diversity Matrix Age/Gender Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name
25-40 41-55 56-70 71-85 Male Female
Ethnic Background Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name
African American Caucasian Hispanic Other
Financial Habits Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name
Saver/Depositor Saver & Borrower Borrowers
Work Background Volunteer Name Business Management Customer Service E-commerce Finance Human Resources Information Systems Marketing Planning Legal Compliance
Volunteer Name
Volunteer Name
Volunteer Name
Volunteer Name