Minimizing Governance Disruptions Due to a New CEO
When a new CEO takes charge, a new dynamic inevitably will replace the one that existed between the board and the previous CEO. A new leader from outside the organization likely will have had a different working relationship with his or her board than that of the outgoing CEO and the board of your health system. As both parties seek to build a strong working relationship, longstanding governance processes may be
challenged or require modification. How can governance support professionals help to minimize unproductive disruptions in board processes during the transition?