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.
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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.
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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.
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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.
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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.
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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.
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.
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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.
In this episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin launch Season 3 with a focus on one of the board’s most critical responsibilities: selecting and supporting the CEO. Prompted by listener feedback and insights from a recent survey of CEOs, they explore how boards can better prepare for CEO transitions and strengthen their leadership acumen.
The season will explore the board’s role in CEO hiring, firing, evaluation, and succession planning.
A survey of CEOs revealed that most boards rate themselves as only moderately prepared for a CEO transition, and they view peer boards as even less prepared.
Common missteps in CEO selection include internal “good old boy” hires, favoring charisma over competence, and disregarding formal policies.
Boards often try to run CEO searches themselves due to cost or a belief they know what’s best, but may lack the needed expertise or objectivity.
Preparation begins by clarifying what kind of leader the organization needs next, recognizing blind spots, and seeking external perspectives when necessary.
Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.
In this season-closing episode of Build Better Boards, hosts Dr. Keri Jacobs and Richard Fagerlin reflect on Season 2’s “future-proofing” theme through a candid conversation with Courtney Berner, Executive Director of the University of Wisconsin Center for Cooperatives. Together they examine how boards can stay resilient by strengthening member connections, clarifying governance roles, and fostering a culture of continuous learning.
Member engagement isn’t one-size-fits-all: Courtney describes a “pyramid of engagement,” noting that everyday actions—shopping, answering surveys—can be as valuable as board service in building board-member connectivity.
Close the feedback loop: Boards that ask for input must report back on how insights shaped decisions; doing so reinforces trust and keeps members willing to contribute.
Trust rests on three pillars: Richard links integrity, competence, and compassion to directors’ legal duties of loyalty, care, and obedience—underscoring that high-trust boards make better, faster decisions.
Healthy disagreement is essential: Directors are urged to seek first to understand opposing views, using curiosity and clarifying questions to turn conflict into better outcomes.
“Future-proofing” is really about adaptability: Courtney challenges the term, arguing that clear purpose, shared values, and lifelong learning are what prepare boards for unpredictable change.
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 discuss how directors can shift from a hands-on management mindset to one focused on governance and policy. They explore why operational conversations often creep into the boardroom and how boards can stay grounded in their strategic responsibilities.
Many directors enter the boardroom with a management mindset, especially those transitioning from operational roles or member backgrounds.
A historical shift from management boards to policy boards is still in progress, contributing to confusion about the board’s proper role.
Operational drift can undermine executive accountability and distract boards from long-term strategy and policy oversight.
Onboarding should clarify what directors are responsible for—and not—through explicit guidelines, examples, and shared discussion.
Board culture, chair-CEO collaboration, and meeting structure all influence whether directors stay aligned with governance responsibilities.
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 discuss the quiet, consistent practices that make a board resilient. Framed as part of a mini-series on future-proofing, the conversation emphasizes how strong governance habits—though often overlooked—are essential for long-term board and organizational health.
Routine practices like CEO evaluations, board assessments, and agenda planning must remain intentional and responsive to current needs—not just check-the-box tasks.
Consistency without thoughtfulness can lead to stagnation; boards should interrogate whether their processes still serve the organization well.
CEO and board assessments work best when they’re collaborative, clearly defined, and used to foster ongoing dialogue and trust.
Evidence of board effectiveness includes positive relationships with leadership, internal organizational health, and strong interest from high-quality potential board candidates.
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 respond to governance failures or crises—either within their own co-op or in the broader industry—without slipping into fear-driven, reactive decision-making. They discuss how thoughtful boards can learn from others’ mistakes, protect trust with management, and avoid overstepping into operational control.
Boards often overreact to external crises by micromanaging or slipping into a control posture, undermining their strategic role.
Legal authority allows boards to take operational control, but effectiveness requires careful discernment and a focus on oversight, not management.
Healthy board culture, built on intentional cadence and strong relationships, is a foundation for wise responses during times of uncertainty.
Stress-testing scenarios and asking self-directed questions (e.g., “How could we fail in three moves?”) help boards improve governance without fear.
Accountability should strengthen relationships with leadership—not erode them—and starts with boards asking how they can be better partners.
Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.
In this episode of Build Better Boards, host Mitch Majeski is joined by Dr. Keri Jacobs and Richard Fagerlin to discuss how member engagement, employee satisfaction, and community reputation shape the future of cooperative boards. The conversation explores what makes board service meaningful and how co-ops can attract capable, committed directors in today’s environment.• Member and employee engagement directly affect a co-op’s reputation, which influences interest in board service.• Negative inertia—low engagement or poor perception—can make recruitment difficult, but the same inertia can work positively when culture and reputation improve.• There’s a strong link between engaged boards and engaged frontline employees, impacting how members perceive the co-op.• Boards should consider both the satisfiers and dissatisfiers of board service and proactively work to increase value for directors.• A key responsibility of current directors is identifying and preparing future leaders by understanding what makes service worthwhile to them.Follow Build Better Boards on LinkedIn for updates. Find show notes and transcripts at buildbetterboards.com/podcast.
In Episode 12 of Build Better Boards, host Mitch Majeski joins Dr. Keri Jacobs and Richard Fagerlin to explore how unaddressed boardroom behaviors can quietly shape the culture and effectiveness of a board over time. Building on their previous episode about common boardroom “offenders,” they connect present-day behavioral patterns to long-term consequences—and the need for intentional disruption.
Key Discussion Points:
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In this episode of Build Better Boards, host Mitch Majeski is joined by Dr. Keri Jacobs and Richard Fagerlin to identify and unpack five common behaviors that derail board effectiveness. They explore how these patterns show up in the boardroom and offer practical ways directors can self-assess and adjust.
The vocal minority is the board member who persistently raises the same issue, often driven by personal passion rather than board-wide relevance. This can stall discussions and frustrate fellow directors.
The silent majority refers to directors who observe but rarely contribute, often withholding questions or perspectives due to discomfort or deference to more vocal members.
The personal agenda player brings forward issues that serve a specific interest, such as their own region or external influence, rather than the entire cooperative.
The disruptor introduces conflict or derails conversations, sometimes intentionally or as a reaction to internal or external stress. This behavior can be confused with healthy dissent if not examined carefully.
The checked-out director appears disengaged or uninterested, which may be a result of fatigue, frustration, or the compounding effect of the other four behaviors.
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In this episode of Build Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin dive into little g governance—the behaviors and culture that shape a board’s effectiveness. While big G sets the structure with bylaws and policies, little g determines how well a board actually functions.
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In this episode of Build Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin tackle "Big G" governance—bylaws and structures that define co-op boards. They discuss future-proofing through strategic updates and board selection.
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In this episode ofBuild Better Boards, hosts Mitch Majeski, Dr. Keri Jacobs, and Richard Fagerlin explore the future of cooperatives and the evolving role of member engagement. They discuss whether co-ops are running on "member engagement fumes" and what boards can do to ensure long-term relevance and loyalty.
FollowBuild Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts atbuildbetterboards.com/podcast.
In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs introduce their new co-host, Mitch Majeski, and kick off Season 2 with a deep dive into the concept of future-proofing your board.
• Meet Mitch Majeski: Learn about Mitch’s background in leadership development and his work with boards, as well as his perspective on the impact of board health on organizational success.
• What is Future-Proofing?: Explore what it means to future-proof your board, including the importance of distinguishing between board and organizational purpose, strategic thinking versus legacy planning, and maintaining board health for the long term.
• Big G vs. Little G: Discover the difference between governance structure (Big G) and the day-to-day relational aspects of governance (Little G) that shape how boards function.
• Norms that Matter: Dive into the critical behaviors and cultural practices that boards should adopt today to set up future boards for success.
• Strategic Thinking vs. Future-Proofing: Understand why strategic thinking is necessary but not sufficient for future-proofing and why this concept is a higher-order goal for board success.
Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.
