Evaluations for All: Even the CEO Deserves a Report Card
By Sue Dahling Sullivan for The Bridgespan Group
Making the evaluation process a natural part of the organizational culture can help align staff with strategic goals. But it doesn’t stop with staff. Establishing a culture where a formal, documented, fair, and pragmatic annual evaluation is routinely expected needs to extend to the CEO evaluation process, driven by the board.
After an intensive yearlong strategic planning process completed over seven years ago, Citi Performing Arts Center (then known as the Wang Center) knew it needed to begin implementing transformational changes throughout the organization. Using the Balanced Scorecard (a strategic management framework used extensively by business, government, and nonprofits worldwide) and a Strategy Map, both board and management teams embarked on a human resources initiative that would be critically important in aligning staff with the new strategic priorities.