__ (school’s about to start, the board retreat is coming, it’s almost Q4) and you feel ___ (unprepared, uncertain, alarmed, uneasy) because suddenly you remember… the executive evaluation _____ (is coming, wasn’t done, has never been done, hasn’t been done in awhile, what is an executive evaluation?).
It snuck up on you because ____ (you are the executive) or because _____ (you are a board member). This one detail which should be routine… isn’t. Or, worse – it is routine, and you hate how it’s done.
Okay, hate may be harsh. But it’s not far off.
If this sounds familiar, let’s get you ready so that when you return from the ____ (beach, cabin, yoga retreat, hiking trail, family reunion) you have a real plan.
Let’s start by looking at the essential elements that go into a successful evaluation process.
Let’s break each of these down.
Who is involved in the evaluation process often gets glossed over, and it’s where confusion – and damage – starts.
If you’re thinking, “Wow, this is more _____ (important, involved, coordinated, elevated) than I realized,” you’re not alone. That’s why structure matters – and why so many evaluations fall flat.
At CoSpire, we build evaluation tools with questions that explore:
The Executive’s Leadership Style – especially in relationship with board and staff
Operational Effectiveness – how well they run the organization
Resilience and Adaptive Leadership – how well they respond to change, challenge, conflict, or uncertainty
Goal Reflection – what was accomplished, what changed, and what was missed (and why)
Before you can evaluate performance, you have to define what performance means. And if your tool doesn’t help you do that? We can _____ (help, build it, fix it, upgrade it).
This is where most boards – even well-meaning ones – make serious missteps. Confidential doesn’t just mean “please don’t tell.” It means no one can tell. And that requires a few things.
We’ve seen executives get handed raw survey comments with no structure or support – and it wrecks trust. It can lead to resignations – not because of the feedback itself, but because of how it was handled.
The takeaway? Data collection and interpretation should be safe, skilled, and done by people who ______ (are skilled at it, know what they are doing, have the tools for it, have experience in it, have time to do it, all of the above.)
This part can’t be rushed. When we work with groups of people, we propose a three part process. We recommend:
This model helps everyone show up curious, not defensive. And it reinforces that feedback is ____ (part of growth, essential for self-understanding, a collective experience) – not a pass/fail moment.
The result of an executive evaluation should be a shared roadmap for the year ahead. Often, an executive’s evaluation highlights operational and organizational improvements as well. Here’s what goes to the full board:
The board doesn’t vote on the evaluation, but it is essential that they have the information, especially if the evaluation was conducted by a smaller group. The board votes on the goals. That workplan becomes the foundation for future accountability and support.
It helps the board and the executive come together, reflect, and recalibrate for the year ahead. We often hear executives and board members tell us that they look forward to their evaluation each year. So, yes, it can be done well. Even if you are reading this from a ______ (beach chair, yoga mat, log, lawn chair).
We do this work with clarity, structure, and care – so your leadership can thrive. Reach out today on our Contact page to talk more with us about how we can align your team.
