Build Better Boards

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, 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.Thoughtful discipline in governance helps boards stay effective and out of the headlines by building trust and preparing for future challenges.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:Cultural norms on boards often go unquestioned, even when they hinder decision-making or derail critical conversations.Through the “gorilla story,” the team illustrates how unchallenged behaviors get passed down and become standard, even when they no longer serve the board.Unproductive dynamics—like vocal minorities or disengaged directors—can waste significant board time and frustrate leadership teams.Associate board programs may succeed or fail depending on what new participants observe about board culture and conduct.Boards must intentionally interrupt their meeting patterns—through retreats or dedicated sessions—to reset behavior and refocus on long-term goals.Follow Build Better Boards on LinkedIn for updates. Find show notes or submit questions at buildbetterboards.com/podcast.

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.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 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.Big G vs. little g: Structure matters, but so does boardroom culture. Healthy boards balance trust, curiosity, and meaningful discussion.Creating a Strong Culture: Boards thrive when members feel safe to challenge ideas, ask questions, and engage fully.Practical First Steps: Define your ideal board culture, identify what’s holding you back, and commit to better boardroom behaviors.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 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. Big G & Little G: Big G is formal structure (bylaws, policies); Little G is board culture. Both matter. Bylaw Checkup: Regularly review bylaws to match today’s needs—think virtual meetings or outdated rules. Board Recruitment: Shift to ongoing, diverse talent scouting, not just last-minute fills. Member Voice: Honor co-op roots with two-way communication, not just top-down updates. Quick Start: Richard says mark up bylaws with a four-color pen; Keri stresses strategic meeting focus.Follow Build Better Boards on LinkedIn. Show notes and transcripts at buildbetterboards.com/podcast.

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.Member Engagement as an Asset: Engagement is not just about board elections. It is a strategic asset that must be nurtured, just like financial and physical assets.Defining Loyalty: Loyalty to a co-op has shifted over generations. What does it mean today, and how can boards build a compelling value proposition that keeps members engaged?The Power of Asking: Boards and leadership teams need to regularly ask members a simple but crucial question:Do you love your co-op? If the answer is no, understanding why is key to future success.Future-Proofing Through Engagement: Boards must rethink their role in cultivating engagement, ensuring the co-op remains relevant to future generations.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.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs close out their series on the Board Health Model, diving into practical strategies for aligning purpose, refining processes, and driving performance. - The Myth of Perfection: Explore why boards should focus on alignment rather than chasing a “perfect” purpose, process, or performance. - Continuous Improvement: Learn how adopting a mindset of growth can future-proof your board and organization. - Evaluating Effectiveness: Discover simple tools, like force field analysis, to identify what’s propelling your board forward and what’s holding it back. - Practical Questions for Directors: Ask the right questions during and after meetings to keep your board on track and aligned with its goals. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs discuss what to do after a board assessment to turn insights into meaningful action. Four Key Questions: Learn the essential questions boards must ask to transform data into actionable steps. Big G vs. Little G Governance: Understand the difference between structure (Big G) and culture (Little G) and why both matter. Prioritize Effectively: Use an opportunity matrix to focus on high-impact goals with the greatest chance of success. Avoid Common Pitfalls: Don't let your assessment gather dust—plan for immediate and long-term actions that make a difference. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.

In this episode of Build Better Boards, hosts Richard Fagerlin and Dr. Keri Jacobs share a step-by-step guide to running effective board assessments, avoiding pitfalls, and driving real value. Step One: Agree to Assess – Why alignment is critical before starting. Facilitators Matter – Internal vs. external facilitators: Which is right for your board? Timing is Everything – Avoid distractions and pick the right moment for your assessment. Frameworks Drive Focus – Build assessments that align with your board’s purpose. Use Data Wisely – Insights should guide improvement, not create division. Follow Build Better Boards on LinkedIn for updates and join the conversation. Find show notes and transcripts at buildbetterboards.com/podcast.