Board, Director and CEO Evaluation

1 Introduction
1.1 Increasing pressure for board evaluations
1.2 Objections to the board evaluation process
1.3 Advantages of board evaluation
1.4 Framework for a board evaluation
1.5 Conclusion
2 Setting objectives for your board evaluation
2.1 What does the board hope to achieve'
2.2 Getting started
2.3 First-time evaluations
2.4 Conclusion
3 Who will be evaluated'
3.1 Criteria for deciding who to evaluate
3.2 Board as a whole
3.3 Board committees
3.4 Individual directors
3.5 Chairperson
3.6 Lead independent director
3.7 Company secretary
3.8 CEO
3.9 Conclusion
4 What will be evaluated'
4.1 The governance balancing act
4.2 Refining the evaluation's objectives
4.3 The Corporate Governance Charter framework
4.4 Applying the framework
4.5 Other best practice frameworks
4.6 Conclusion
5 Who will be asked'
5.1 Potential sources of information
5.2 Determining who to ask
5.3 Conclusion
6 Evaluation techniques
6.1 A research methods primer
6.2 Qualitative analysis
6.3 Quantitative analysis: the survey
6.4 Conclusion
7 Who conducts the evaluation process'
7.1 Internal reviews
7.2 External reviews
7.3 Conclusion
8 Communicating the results
8.1 Who will be advised'
8.2 How and about what will they be informed'
8.3 Conclusion
9 Evaluating your CEO
9.1 Relationship between the board and CEO
9.2 Pressures for increased CEO evaluation
9.3 Advantages of the CEO evaluation process
9.4 Designing a CEO evaluation process
9.5 Steps in the CEO evaluation process
9.6 Using the results of the evaluation process
9.7 Conclusion
10 Implementation
10.1 The implementation process
10.2 The performance evaluation cycle
10.3 Persuading the board to implement regular evaluation
10.4 Conclusion
11 Conclusion
Appendix 1 Board-as-a-whole questionnaire 1
Appendix 2 Board-as-a-whole questionnaire 2
Appendix 3 Individual director self-evaluation questionnaire 1
Appendix 4 Individual director self-evaluation questionnaire 2
Appendix 5 Directorial competence self-assessment questionnaire
Appendix 6 Individual director peer-evaluation questionnaire 1
Appendix 7 Individual director peer-evaluation questionnaire 2
Appendix 8 CEO evaluation tool 1
Appendix 9 CEO evaluation tool 2
Appendix 10 CEO 360-degree feedback questionnaire (extract)
Appendix 11 Sample questions for board-as-a-whole evaluation
Appendix 12 Sample questions for individual self-evaluation
Appendix 13 Sample questions for individual peer evaluation
Appendix 14 Sample CEO job description
Bibliography
Index
 

Geoffrey Kiel
Professor Geoffrey Kiel PhD, AIM, FAICD, FAMI is a management consultant with over twenty years experience and an academic educator and researcher. He teaches on the intensive AICD Diploma program in Brisbane and presents board evaluation seminars in Brisbane and Sydney as well as presenting the Implementing Great Governance program Australia wide. He was Head of the Graduate School of Management at the University of Queensland for twelve years and planning vice-chancellor for the University of Notre Dame Australia. He is currently Professor of Management at the University of Queensland. In addition to his academic standing, he currently provides consulting advice to the Australian based management consultancy, Competitive Dynamics.

Gavin Nicholson
Gavin Nicholson BEcon, LLB, MBA (Adv), AIMM, FAICD is CEO and a director of Competitive Dynamics Pty Ltd. He has extensive consulting experience in work force profiling projects and has a specialty in corporate governance. He has provided advice for national research companies, government owned corporations, not-for-profit organisations, statutory authorities and several large Australian public companies. He has also assisted in the development and review of several courses for the AICD and regularly presents to business groups on issues of practical governance.