Supervision and evaluation of a general manager (GM) are some of the most important tasks that a food co-op board can have. Columinate Board Development Consultant Molly Snell-Larch has developed two useful guides for navigating the sometimes complex processes of general manager evaluation and compensation.
Seasoned Interim General Manager Garland McQueen arrived at Good Tern during the height of its busy summer season and quickly took steps to bring stability back to the small coastal co-op. Good Tern now has a permanent general manager on board, and the co-op is on stable footing.
When a co-op board hires a new general manager, the directors know that there’s seldom an “ideal candidate” out there waiting. Instead, they choose the candidate who offers the best potential to meet the specific qualifications that the board has decided will advance the vision for their co-op. Since boards often realize that their new general manager may be lacking in certain key areas, they may look for resources to help mitigate the new leader’s deficits and build on their strengths.
