How Can CEOs Rate Their Own Performances?
Turns out, there’s a way.
This story appears in the December 2016 issue of Â鶹Éç.
Ever wonder who you should best evaluate your performance as chief executive?
Related: Why I Changed My CEO Salary to $1 a Year
A sober self-assessment is never easy. But Dr. Dee Soder, who has counseled hundreds of chief executives, as founder of the in New York, offers these steps. The good news: You don’t have to do it alone.
Seek outside counsel.
Cultivate what Soder calls a “personal cabinet,” three to five people who know you, know your business and aren’t afraid to speak up. “It’s a way to stay out of the echo chamber,” she says.
Reflect daily.
Set aside 30 to 60 minutes each day to write down your thoughts. Sounds ridiculous — who has time for that, right? But it’s a practice long championed by management guru Tom Peters. Journaling gives you time “to listen to that nagging suspicion, the instinct that tells you something’s off,” Soder says.
Related: 3 Ways to Address the Salary Chasm Between CEOs and Employees
Hire a superb assistant.
We’re not talking about the fastest typist. You want “somebody with good judgment,” Soder says. “Somebody with a fair amount of experience.” That way, they can also serve as a professional sounding board — and give you honest responses.
Ever wonder who you should best evaluate your performance as chief executive?
Related: Why I Changed My CEO Salary to $1 a Year
A sober self-assessment is never easy. But Dr. Dee Soder, who has counseled hundreds of chief executives, as founder of the in New York, offers these steps. The good news: You don’t have to do it alone.
Seek outside counsel.
Cultivate what Soder calls a “personal cabinet,” three to five people who know you, know your business and aren’t afraid to speak up. “It’s a way to stay out of the echo chamber,” she says.
Reflect daily.
Set aside 30 to 60 minutes each day to write down your thoughts. Sounds ridiculous — who has time for that, right? But it’s a practice long championed by management guru Tom Peters. Journaling gives you time “to listen to that nagging suspicion, the instinct that tells you something’s off,” Soder says.
Related: 3 Ways to Address the Salary Chasm Between CEOs and Employees
Hire a superb assistant.
We’re not talking about the fastest typist. You want “somebody with good judgment,” Soder says. “Somebody with a fair amount of experience.” That way, they can also serve as a professional sounding board — and give you honest responses.
