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Two people in the CEO role: Can it work?
Author(s) -
Raso Catherine
Publication year - 2000
Publication title -
board leadership
Language(s) - English
Resource type - Journals
eISSN - 1542-7862
pISSN - 1061-4249
DOI - 10.1002/bl.38620004801
Subject(s) - delegate , corporate governance , position (finance) , ask price , dual (grammatical number) , public relations , work (physics) , management , business , political science , economics , engineering , finance , computer science , programming language , mechanical engineering , art , literature
At times, the CEO job may look so challenging and appear to require such a wide breadth of knowledge and experience that boards are moved to ask, “Can one person really do it all?” This is when many boards consider actually putting two people in this position rather than one. Although it is possible using Policy Governance to delegate the CEO role to two individuals, it requires an enormous amount of discipline to avoid the problems that inevitably come with such a decision. Policy Governance consultant Catherine Raso recently worked with a board that was struggling with this decision and has done a lot of thinking about the pros and cons of the dual CEO. We asked her to share what she has learned with Board Leadership.