February 1, 2018 Letter #3 Dear Chair, Every board is unique. Sector, organization, strategy and directors around the table guarantee no two boards are alike. Yet, when it comes to… Continue Reading (#3) Leadership Lessons from the Intentional Chair
…description? Do you have term limits in place for the role? Do you have a chair evaluation built into your board or director evaluation process? Do you have a budget… Continue Reading The Broken Chair
…not only its shareholders, but all its stakeholders – employees, customers, suppliers, local communities, and society at large.” For some time now, there has been a greater call on… Continue Reading How Effective is your Board’s Approach to Stakeholder Capitalism
…celebrating their voices. One of the best opportunities to practice this is through recruitment. Here are five ways you can #ChooseToChallenge your approach to your next executive or director search:… Continue Reading International Women’s Day 2021
…should include “the keys to the vault”. In other words, it is essential to consider whether the leader in question (CEO or other key executive) has unique powers or authorities…. Continue Reading Emergency Succession: Beyond Names to a Playbook for Preparedness
…other stakeholders; financial or legal consequences; and, in this case direct and indirect health risks. Directors need to support each other and their executives to uphold a high standard even… Continue Reading In the Boardroom: COVID, Travel and Tone at the Top
…So, what should boards be doing to keep pace? Keep your eyes open. Build your board’s awareness and increase directors’ understanding of the workforce challenges executives/management teams face in a… Continue Reading People in a New Paradigm
…this can be both a source of disconnect, and a reversal of the power dynamic. Expertise: Directors contribute diverse experience, but the CEO knows the specific nuances of the organization’s… Continue Reading Strengthening the Board-CEO Relationship: Practical Strategies for Success
