A regular, data-driven CEO evaluation is the best way for a board to assess top-team performance and alignment. Identify strengths that underpin value with an objective feedback loop. Uncover areas for improvement and highlight where complementary skills will drive growth.
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Keep the board and the CEO on the same page. Get insights on operational impact and leadership effectiveness with objective feedback.
A predictable, transparent process will help a CEO reach full potential.
Data-driven, not subjective
Avoid costly CEO turnover with insights on leadership effectiveness. Find out where a proactive hire will compliment existing skill sets.
An objective, science-based process keeps a good CEO in the job for longer.
Let our rich data throw a light on your CEO’s capacity to strategize and lead.
Measure how organisational productivity is enhanced. Discover your CEO’s underlying potential to create value.
Use BoardClic data to put director performance into context. Establish an objective baseline and follow trend over time.
Create intuitive reports to display a wide view or drill down in specific areas. The reports are available in the platform, but can also be shared as a PDF.
Surveys are designed for your industry with formats based on your company structure. Choose from our best practice templates of customize your own.
Latest blogposts about CEO Evaluation
Non-executive board members are far more critical of CEO performance than chairpersons and senior management. What was the reason for this deviation? We decided to find out.
The CEO is the link between the top functions in an organisation – from the board of directors down through to the management team. His or her decisions resonate throughout the entire business. Hence, the importance of ensuring a strong and effective leadership from your chief executive cannot be stressed enough.
The CEO is the centerpiece that connects the lower, mid and top tier of a business. It falls onto them to execute strategies and operations from a down-up and top-down perspective, comprising everything from boardwork to sales. Hence, chief executive officers are currently in the midst of having to deal with this “indirect stress” coming from the board, management and employees – as well as their own.