(This is the second in a series of three posts on this topic.) In a previous post, I shared the difference between CEO Mentors and CEO Coaches. I’ll share with you here how to select the Mentors and Coach who are right for you. First, you need to find candidates. Whether you’re talking about CEO Coaches or CEO Mentors or both, getting referrals from trusted sources is the best way to go about this. Those trusted sources could be your VC or independent board members, friends, fellow CEOs — or of course Bolster, where we have a significant number of Coaches and Mentors and have made it our business to vet and vouch for them. Selecting a CEO Mentor is…
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Marc Maltz
Running a Productive Offsite
Running a Productive Offsite A couple OnlyOnce readers asked me to do a post on how I run senior team offsites. It’s a great part of our management meeting routine at Return Path, and one that Patrick Lencioni talks about extensively in Death by Meeting (review, book) – a book worth reading if you care about this topic. My senior team has four offsites per year. I love them. They are, along with my Board meetings, my favorite times of the year at work. Here’s my formula for these meetings: – WHY: There are a few purposes to our offsites. One for us is that our senior team is geographically distributed across 4 geographies at the executive level and 6 or…
What a View, Part II
What a View, Part II In Part I, I talked about how Return Path’s 360 reviews have become a central part of our company’s human capital strategy over the past five years. While most staff members’ reviews have been done for weeks or months now, I just finished up the final portion of my own review, which I think is worth sharing. I always include my Board in my own 360. My process is as follows: 1. I send the Board all the raw (and summarized) data from the staff reviews of me, both quantitative and qualitative. 2. I send the Board a list of questions to think about in terms of their view of my performance (see below). 3….
What a View
What a View We’ve done 360-degree reviews for five years now at Return Path. Rather than the traditional one-way, manager-written performance review, we instituted 360s to give us a “full view” of an employee’s performance. Reviews are contributed by the person being reviewed (a self assessment), the person’s manager, any of the person’s subordinates, and a handful of peers or other people in the company who work with the person. They’re done anonymously, and they’re used to craft employees’ development plans for the next 12 months. The results of 360 are a wonderful management tool. Mine in particular have always been far more enlightening than the one-way reviews of the past. The commonality in the feedback from different people is…