tag:blogger.com,1999:blog-2488879425900650696.post148302602323087665..comments2023-08-09T04:33:01.170-05:00Comments on The Hourglass Blog: Association CEOs and Board CultureEric Lankehttp://www.blogger.com/profile/02955772930132857028noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-2488879425900650696.post-57418713388175893922010-07-06T14:21:32.218-05:002010-07-06T14:21:32.218-05:00Thanks for the comment, David. I agree that the CE...Thanks for the comment, David. I agree that the CEO has a lot of power as the steward of the association's culture. My view is that the CEO should use that power to advance that culture in a way that benefits the association. Habits and practices that are detrimental to the association's ability to achieve its mission can be phased out, and those that are beneficial can be phased in--but only by a CEO would accepts the responsibility for doing so.Eric Lankehttps://www.blogger.com/profile/02955772930132857028noreply@blogger.comtag:blogger.com,1999:blog-2488879425900650696.post-60381841914893013522010-07-06T12:23:16.179-05:002010-07-06T12:23:16.179-05:00Six years into my 15 year tenure as CEO, there was...Six years into my 15 year tenure as CEO, there was nobody remaining on the Board who had hired me. We had moved beyond our turnaround phase and none of the new Board members had experienced the angst of those early days.<br /><br />The CEO has a lot of power as steward of the culture. However, new Board members may think of that culture as "the past," so the CEO needs to be able to move forward and not be held back by "the past."David M. Patt, CAEhttp://www.aem-patt.comnoreply@blogger.com