I had a recent exchange reflecting on positive and negative CEO-Board of Director interactions. So I mechanically responded with the “3-Question Framework” recommended by Priiva co-founder Gerry Sullivan. As a board director, I use this framework before, during, and after every board meeting. And I advise CEO’s to use this framework as well as they prep for board meetings and steer their board discussion for optimal impact.
- Do we have the right CEO?
- Do we have the right strategy?
- Do we have the right governance?
- Why don’t you use XYZ metric to measure our e-Commerce performance?
- Why have you chosen to use ABC to measure e-Commerce performance, over XYZ or any other metric?
The rephrasing drives a higher order conversation which better informs each of the 3 questions in the framework…
- can the CEO articulate a compelling answer or agree to revisit if there isn’t one? That is, do we have the right CEO?
- can the CEO articulate the metric’s link to overall strategy? Or can the CEO contrast metrics that would be most important in alternative strategies? That is, the CEO has thought about alternate strategies sufficiently. And do we have the right strategy?
- can the CEO describe the process that derives the data and its tie to standard reporting systems? That is, do we have the right governance and oversight on processes and reporting?