gm – Page 3 – Columinate

Meaningful Metrics: General manager reporting closes the accountability loop

By Todd Wallace|2019-09-10T19:41:36-04:00September 16th, 2010|

By Todd Wallace 150 September - October 2010 Successful reporting is essential to maintaining a positive board-management relationship. A sound process—one that includes the creation of meaningful metrics—is a powerful tool that closes the accountability loop and demonstrates organizational accomplishment. Having these two components in place builds alignment, engagement, and commitment to the accomplishment of the co-op’s long-term goals. A board’s work includes two [...]

Evaluating the General Manager

By Mark Goehring|2019-09-10T15:12:28-04:00July 15th, 2009|

By Mark Goehring, Carolee Colter 143 July - August - 2009 A board evaluating the general manager (GM) of a food co-op…now there’s a process that directors should be able to describe, defend, celebrate and appreciate with little or no ambiguity or hesitation. In a recent online recorded workshop on GM evaluation, Thane Joyal and Carolee Colter laid out these four learning objectives [...]

GM Evaluation

By Carolee Colter|2019-08-21T21:31:10-04:00May 6th, 2009|

with guests John Hatton, board president, Brattleboro Food Co-op, and Sharon Murphy, GM at Whole Foods Co-op, Duluth

Setting a Process for GM Compensation

By Carolee Colter|2019-09-10T14:42:55-04:00April 11th, 2008|

Setting a Process for General Manager Compensation

By Carolee Colter|2019-09-10T14:36:05-04:00January 16th, 2008|

By Carolee Colter, Mark Goehring 134 Jan - Feb - 2008 What are some words that come to mind when you think of general manager compensation? Uncomfortable. Problematic. Crazy. Or: Exciting. Challenging. Strategic. Even though everyone might say that general manager (GM) compensation is important, it doesn’t always get handled that way. In order to help your board and GM approach this topic in [...]

Monitoring the Manager

By Mark Goehring|2019-09-09T22:48:37-04:00March 17th, 2006|

By Mark Goehring 123 March - April - 2006 There is a fifth dimension beyond that which is commonly known to directors and managers. It is a dimension open to interpretation—potentially as vast as space and as timeless as infinity. It is the middle ground between too much and too little, between knowing and doing, and it lies between the pit of a director’s [...]