In part two of this conversation on CEO evaluations, Dr. Keri Jacobs and Richard Fagerlin continue with guests Kevin Berchelmann and CEO Jason Brancel to explore how boards and CEOs build a process that is clear, fair, and genuinely useful.

We discuss how:

• Boards should clarify what they’re measuring, whom they’re hearing from, and how they’ll gather and synthesize input.
• Expectations and criteria must be co-created with the CEO, not developed in isolation.
• An outside facilitator adds neutrality, reduces bias, and strengthens the overall process.
• Evaluation and compensation should be connected but separated in time to minimize emotion and unintended consequences.
• CEOs are a 50% partner in the process and need to help drive clarity and alignment.

We dig into these ideas and more. Follow Build Better Boards on LinkedIn for updates. Find show notes at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin talk with guests Kevin Berchelmann and Jason Brancel about one of the board’s most important responsibilities—evaluating the CEO. This is part one of a two-part conversation exploring why evaluations matter, how to make them meaningful, and how boards and CEOs can turn the process into an ongoing, productive dialogue rather than a one-time event. We discuss how:

• Effective CEO evaluations align with the board’s fiduciary duties and help ensure the CEO has clarity, support, and tools to succeed.

• Boards often mistake frequent communication for true performance dialogue; evaluations should address leadership competencies, strategic impact, and organizational health.

• A structured process includes defining expectations, gathering broad feedback, and turning themes into actionable goals.

• Bringing in an independent facilitator can improve objectivity and help boards avoid unintended biases and inconsistent evaluation practices.

• Separate the evaluation discussion from the compensation discussion.

Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast

In this episode of Build Better Boards, hosts Dr. Keri Jacobs, Richard Fagerlin, and Mitch Majeski reflect on insights from a year of podcast episodes. They explore shifts in board dynamics, director behavior, and leadership expectations, sharing how boards can remain effective in a complex environment.

• Big G (governance) and little g (culture) must develop together for boards to thrive.
• Directors need to contribute effectively from day one, not learn slowly over years.
• Courage, humility, and peer accountability are essential for board health.
• Strong board chairs and clear norms help address underperformance.
• Recruitment, strategy engagement, and readiness are key to future-proofing boards.

Follow Build Better Boards on LinkedIn for updates. Find show notes or shoot us a message at buildbetterboards.com/podcast.

In this episode, hosts Richard Fagerlin and Dr. Keri Jacobs explore why top talent leaves and how boards can know whether turnover is a healthy sign of growth, or a warning signal. They introduce the “coaching tree” concept that highlights the power of developing leaders who, in turn, grow more leaders. Learn how to reframe turnover as launching leaders as part of building a thriving leadership pipeline.

• Distinguish the cause of departures: culture misfit, team toxicity (a CEO issue), or genuine readiness for bigger roles.
• Use structured oversight: periodic CEO 360s, robust board-led CEO evaluations, and talent development and employee satisfaction metrics.
• Provide senior leaders appropriate exposure to the board for learning and transparency; discuss when executive sessions without staff make sense.
• Reframe “we lost them” to “we launched them,” adopting a stewardship mindset that builds a leadership pipeline and maintains relationships with past employees.

Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In the third and final episode of our executive search series, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin continue the conversation with John Wright (Kincannon & Reed), Kevin Drury (Hedlin Ag Enterprises), and Leigh Taylor (NRECA). Together, they explore how boards can navigate their most important decision: hiring the next CEO.
 • Discuss when and how to keep staff and members in the loop while protecting confidentiality.
 • Explore the ideal timing for announcing a retirement and launching the search process.
 • Consider how much overlap there should be between outgoing and incoming CEOs.
 • Examine what boards can do when directors are split between candidates.
Follow Build Better Boards on LinkedIn for updates. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin, and Dr. Keri Jacobs continue their conversation with John Wright (Kincannon & Reed), Kevin Drury (Hedlin Ag Enterprises), and Leigh Taylor (NRECA). The panel explores how boards should navigate internal versus external candidates, the importance of succession planning, and the common pitfalls that can derail a CEO search.

• Internal and external candidates should go through the same process; “courtesy interviews” create risk and do not serve the candidate or the board.

• Strong succession planning, transparent communication, and clear development paths help retain and prepare internal talent.

• Boards should not assume internals only maintain culture or externals automatically bring change; every candidate must be assessed on leadership approach and vision.

• Breaches of confidentiality, CEO involvement in internal candidacies, and off-line board member conversations are key process failures that can harm both candidates and organizations.

• Candidate and family fit with the community is a practical factor; engagement, responsiveness, and preparation signal genuine interest and suitability.

Follow Build Better Boards on LinkedIn. Find show notes and more at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin—joined by host Mitch Majeski—kick off a three-part panel on CEO succession and executive search. Guests John Wright (Kincannon & Reed), Kevin Drury (Hedlin Ag Enterprises), and Leigh Taylor (NRECA) unpack why boards mistrust “headhunting,” how retained vs. contingency models differ, and what it takes to run a disciplined, values-aligned search.

• Retained vs. contingency: retained firms emphasize process, fit, and partnership; contingency models can prioritize speed and resume volume. Boards should set clear expectations and understand tradeoffs.
• Selecting a firm: look for industry fluency, direct accountability, communication cadence, and cultural connection to the co-op—beyond simply “filling a seat.”• Board preparation: align early on strategy, succession, compensation realities, and success metrics (6–12–36 months). Use CEO evaluations and strategic plans to define what “good” looks like.
• Candidate pool and fit: stay open to non–co-op backgrounds while screening for cooperative values and servant leadership; over-narrowing to “co-op only” shrinks the pool and can miss strong operators.
• Process discipline: clarify committee vs. full-board roles, move with urgency (“time kills candidates”), prepare for interviews, and present a cohesive strategic story and culture to candidates.

Follow Build Better Boards on LinkedIn for updates. Find more on buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin join Mitch Mojewski to discuss how boards can recognize whether their organization needs a “wartime” or “peacetime” CEO. They explore the traits required for each type of leadership, the circumstances that may trigger a shift, and how boards can prepare for and respond to these changing organizational needs.

• Wartime CEOs often bring disruption, boldness, risk tolerance, and a willingness to make unpopular decisions; peacetime CEOs focus on stability, stewardship, and maximizing current opportunities.

• Co-ops may face “wartime” circumstances such as financial crises, outdated asset structures, competitive pressure, or disruptive new ventures like broadband expansion.

• Boards must recognize that wartime-style leadership can conflict with cooperative cultures, requiring them to support and mentor CEOs through unpopular but necessary changes.

• Leadership needs can change with organizational seasons; some CEOs may adapt, but boards should acknowledge when a turnaround leader is only a short-term fit.

• Tools like board assessments, CEO evaluations, and strategic planning processes can help boards discern when alignment with the current leader has shifted and whether a transition is necessary.

Find more at buildbetterboards.com/podcast and on LinkedIn.

In this episode of Build Better Boards, host Mitch Majeski is joined by Dr. Keri Jacobs and Richard Fagerlin to discuss the strategic considerations boards face when choosing between internal and external candidates for CEO succession. They examine the pros, cons, and nuances of each option and emphasize the importance of a thoughtful and rigorous selection process.

Key Discussion Points:

• Internal candidates offer cultural fluency and organizational knowledge, but may carry status quo bias or be unfairly treated during the process.

• External candidates bring fresh perspective and disruption but lack insider context and may face a steep cultural learning curve.

• Boards should avoid defaulting to familiarity or novelty—every CEO search should be driven by current organizational needs and goals.

• Running a full external search—even with a strong internal candidate—ensures rigor, fairness, and confidence in the final decision.

• Common board missteps include overvaluing charisma, undervaluing culture fit, avoiding difficult decisions, and delaying succession planning.

Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin examine how boards can keep CEO-succession plans alive and relevant. They distinguish emergency “hit-by-the-beer-truck” scenarios from long-term leadership development, and explain why creating a forward-looking CEO “avatar” helps boards hire the right leader when the time comes.

• Differentiate an emergency response plan (short-term stopgaps) from an evolving succession framework focused on strategic needs.

• Review practical steps for keeping successor lists and processes up to date—and why boards should revisit them at least annually.

• Build a CEO “avatar” by gathering input from stakeholders on future skills, behaviors, and experiences rather than copying the outgoing job description.

• Watch for biases that overweight recent performance or single metrics; use a balanced-scorecard mindset when evaluating candidates.

• Develop internal talent broadly while managing expectations, recognizing that high performers may still need outside exposure to become enterprise-level generalists.

Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.