Providing independent evaluations of present and potential CEOs

Over the years – usually at the request of a board of directors – we have been asked to conduct a range of CEO-level assessments. Frequently, these assessments are done as part of our CEO Succession Advisory work – but not always.

Sometimes, a board concerned about company performance will seek an independent evaluation of their CEO. Private equity firms have asked us to evaluate CEOs of potential acquisitions as part of their due diligence process. Occasionally, boards want to identify potential CEO candidates, even if succession is not an immediate concern.

We bring to each situation our combined experience in both consulting and journalism to conduct thorough, often-revealing interviews from a range of sources in order to develop an objective, independent picture of a top executive’s strengths, weaknesses and likelihood of success in particular situation.

Examples of Our Work

A Vanishing Superstar

The chairman of a private equity-owned manufacturing firm was disturbed by the sharp decline in performance in the year following the acquisition. The board was bewildered that the CEO, advertised as a superstar, wasn’t living up to his advance billing. Our evaluation found that the CEO had essentially taken his money and gone off to enjoy himself, spending just enough time in the office to intimidate managers who were afraid to tell the board what was really going on.

A Stumbling Founder

At a well-known university, the board of trustees decided that before acquiescing to the president’s non-negotiable demand for a new, long-term contract, they would do what they had never done before: commission an independent review of his performance. Based on our extensive interviews with administrators, faculty, and alumni, the trustees granted only a one-year renewal as they initiated a search for a replacement.

A Controversial President

The board of a business services firm, concerned by management’s consistent failure to meet financial goals and continual high turnover among top executives, asked us to do a performance evaluation of the founder CEO. Through our interviews, we learned that the CEO had concluded that his original business model, which had attracted substantial venture capital investment, didn’t actually work. Rather than admit that to the board, which included major investors, he was spending his time secretly hunting for a potential buyer.

A Rumor Campaign

At a business software company, the private equity-backed board was troubled by constant rumors of poor morale among the senior team and unconfirmed reports suggesting the relatively new CEO just wasn’t up to the job. Our evaluation determined that while there certainly were areas where the CEO could improve his performance, the rumors were limited to a very few disgruntled executives who were constantly talking behind the scenes with a board member who hoped to oust the CEO and put himself in the job. With the rumor campaign at an end, the CEO – with the board’s support – began to successfully address the legitimate feedback in our report.

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    Advising boards and CEOs through each phase of the succession process

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