Get serious to make CEO evaluations work

With the growing need to avoid even a hint of boardroom impropriety, it is not surprising that boards are concerned about regularly assessing the performance of the CEO and an evaluation process that demonstrates the board’s independence.

In the spring 2004 edition of Directors & Boards magazine, Susan Boren and Robert Heidrick share their insights on how boards can improve their CEO evaluation process, outlining the benefits of conducting regular evaluations, how to best engage the CEO in the process and, most important, how to structure the evaluation to produce the most effective outcome for the CEO, the board and the company.

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