Whether you are an owner/operator or retained CEO, you will encounter unfamiliar, unexpected, and even critical challenges.

• After founding and forming the business on distinct skills you may feel unprepared, unsure and limited by new conditions and situations.
• In a rapidly growing and increasingly complex enterprise you may be stretched managing performance and maintaining culture.
• If your success as attorney, CPA, engineer, technician or other professional has led you to directly manage the firm you may struggle to engage, align and oversee performance with partners, former co-workers and younger team members while addressing issues outside your skill set and past experience.
• If you work with a governing board or equity owners unable or unwilling to support your vision of growth and refocus, you might feel frustrated and alone in engaging their commitment, cooperation and contribution.
• You may worry whether the next generation of leaders and owners is ready to run the business, or if future ownership is identified and in process of preparing for your cutback or complete exit when the time is right.

The CEO Commons collects and applies real world owner and CEO approaches that help you see, understand, plan, and act on a purposeful pathway to business success.

Serving as the chair or officer of a governance board is both a rewarding and difficult role with specific fiduciary and leadership responsibilities that are quite different from the career roles and experiences that likely led you to this service.

• You may have previously served as an at-large board member, and now find yourself  struggling to influence, facilitate and focus agendas and actions while maintaining balanced objectivity with former peers who have differing values, opinions and backgrounds.
• If you are new to board service, or new to this particular board, you may find that applying strategies and tactics from your career work, is inappropriate, ineffective or even in conflict with this organization’s culture and your volunteer duties.
• Directing, overseeing and appraising the performance of a chief executive, who may be an established and even well liked employee with fixed views and behaviors, might create anxiety, discord and even direct conflict that you must confront and overcome as the by-laws prescribed supervisor.

The Board Commons delivers seasoned governance board service insight with both business non-profit corporation executive know-how to help you anticipate, assess and act effectively in the best interests of your organization.