Relationship building with the chair Meeting with the new chair immediately following election Identifying concerns of the chair; addressing his/her expectations, style and needs issues Ensuring the apolitical nature of the relationship clear (including no personal connection to outgoing chair ) Identifying areas of potential overlap & strategies to address Ensuring chair prepared for any engagements/speeches Ongoing briefings and meetings held on scheduled basis RATING: COMMENTS: Policy advice and leadership on the key issues: Assistance in identifying key issues; offering strategic advice addressing such issues Ensuring both board members and administration aware of importance of policy development Providing quality advice and guidance to board on identified issues Coordination and preparation of draft policy statements Strength of administrative leadership as observed in terms of the CAO’s decision-making ability (e.g. decisiveness, quality of decisions) Advice to board on importance of strategic planning as a leadership tool; assistance to board in planning/designing a strategic planning session Implementing approved policy; monitoring policy implications Review/monitoring of financial controls/audit reports/business plan and budget RATING: COMMENTS: Fiscal management
Exceeds Expectations 4 Comments: Decision Making Definition Makes concrete, well-informed and thought out decisions that support the overall organization. Has the ability to make quick effective decisions even when data and details are limited. When making unfavourable decisions that might have negative consequences will examine the impacts and potential implications to ensure that decision is valid for the situation. Key Actions Responds to work responsibilities and situations by making decisions that are common practice and expected of the position. Is able to adapt decision making based on circumstances or when presented with unclear information. Makes decisions on the fly or in the face of missing information that supports the organization even if it may be perceived as unfavourable. Explains the rationale for strategic decisions that impact the workplace. Makes strategic decisions that support the organization while clearly identifying current and future impacts or implications. Aligns decisions with the mission, vision, values and future direction of the organization. Unacceptable 1 Needs Improvement 2 Meets Expectations 3 Exceeds Expectations 4 Comments:
Leadership Definition Maintains a professional and positive manner even under changing or uncertain conditions. Works well with a wide range of individuals to provide, support, coaching, encouragement and direction. Engages others in order to accomplish organizational goals and strategies. Key Actions Responds positively to changing needs and conditions. Promotes and builds internal commitment. Builds on the strengths of the workplace and reduces internal weaknesses through training and development. Considers both organizational needs and individual needs in order to create solutions that will enable top performance and success. Recognizes strengths and weaknesses of others and will match duties accordingly. Recognizes areas for improvement within oneself and others and will develop those areas through internal and external resources. Provides recognition and encouragement to team and others within the organization. Champions the organization both internally and externally, models exceptional behaviour. Unacceptable 1 Needs Improvement 2 Meets Expectations 3 Exceeds Expectations 4 Comments: Negotiation Definition Gains support of ideas, proposals and solutions from others, helps others to understand complex initiatives and sensitive situations to resolve disagreements and conflicts, reaches deals and compromises that work best for the organization, considers other opinions while holding strong to firm directions and goals.