Members of boards of directors across various industries give poor grades to CEOs for mentoring skills and board engagement, but rank financial performance above both—and above everything else—when conducting CEO performance evaluations, a new survey finds.

More than 160 CEOs and directors of North American public and private companies were polled for the 2013 Survey on CEO Performance Evaluations, which studied how CEOs themselves and directors rate both chief executive performance as well as the performance evaluation process. The study was conducted by the Center for Leadership Development and Research at Stanford Graduate School of Business, Stanford University’s Rock Center for Corporate Governance, and The Miles Group.

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