Building A Solid Board-CEO Partnership: A Practical Guidebook for Transit Board Members, CEOs, and CEO-Aspirants
$64.50 – $70.50
Doug Eadie and David Stackrow have written a powerful, path-breaking book: the first comprehensive, detailed description of the governing function in public transit written expressly for transit board members, chief executive officers, and senior executives, and also for the elected officials who appoint transit board members. This book is available for purchase at Amazon.com.
Doug Eadie and David Stackrow have written a powerful, path-breaking book: the first comprehensive, detailed description of the governing function in public transit written expressly for transit board members, chief executive officers, and senior executives, and also for the elected officials who appoint transit board members. Doug and Dave have not written an abstract, theoretical treatise on public sector governance. Rather, drawing on their accumulated 50-plus years of work in the public transit sector, they provide their target audience of public transit leaders with practical, thoroughly-tested guidance they can apply in developing the governing capacity of their boards and in building solid board-chief executive officer partnerships that can stand the test of time. Whether you’re a transit board member, CEO, or CEO-aspirant or an elected official filling transit board vacancies, you’ll want to keep Building a Solid Board-CEO Partnership close at hand, as a powerful resource you can draw on in carrying out your leadership mission.
Three overarching principles guided Doug Eadie and Dave Stackrow in writing Building a Solid Board-CEO Partnership. First, governing board members should be actively and meaningfully engaged in shaping – not merely making - their governing decisions and judgments, consequently becoming satisfied owners of their governing work. Second, chief executive officers should make the governing function a top-tier executive priority, devoting significant time to, and becoming real experts in, public transit governance. And third, governing should be a team endeavor, involving the close, continuous collaboration of board members, the CEO, and executive staff. This powerful new book deals with such critical topics as:
- The role of the chief executive officer as “Chief Governing Partner”
- Practical ways to build and maintain a healthy, enduring board-CEO partnership
- How to develop the board’s capacity to manage itself as a governing body, including setting governing targets and monitoring governing performance
- How to meaningfully engage board members in the planning, monitoring, and external relations functions
- How to capitalize on well-designed board committees as “governing engines”
- How to engage the executive team in the governing process