Assessing the capability of executives other than the CEO is, of course, fundamentally the role of the CEO. A non-executive director with misgivings as to executive capability and/or performance needs to recognise that the shortcomings might be twofold – the executive might not measure up and it is also possible that the CEO is too tolerant of mediocrity – and to tread carefully as a consequence. Treading carefully does NOT mean inaction.
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