…an uncertain future. Organizations have had to pivot significantly, and with urgency, to take care of employees, suppliers, customers, and communities. And as boards, we’ve had to adapt to new… Continue Reading Reflections From The Pandemic: What it Means for Governance and Leadership
…and confidence of the board. At the same time, CEOs might find themselves carrying a heavy load and unsure of how best to mobilize the board and chair to respond… Continue Reading The Chair-CEO Relationship During a Crisis
…sophisticated approach to director recruitment, putting renewal on their forward calendars well in advance of anticipated director turnover and bringing tested executive recruitment practices to the boardroom. More boards are… Continue Reading Is Your Resume Board Ready?
…what this means for their organizations. While historically boards have tended to approach this area from a disclosure and compliance perspective, boards are now beginning to focus on social purpose… Continue Reading How Effective is your Board’s Approach to Stakeholder Capitalism
…for richer insight there. How the board engages in succession planning conversations beyond the CEO requires a delicate balance, respecting the CEO’s space to lead while ensuring the board, through… Continue Reading Succession Beyond the CEO
…the value of an organization and lead to its ultimate failure. Boards have an important role to play in living and guiding culture. Is your board up for the challenge?… Continue Reading Board Oversight of Culture
“The best strategies are born from management’s analysis and creativity, coupled with the board’s incisive questioning and probing. The board should see the CEO and the top team present the… Continue Reading The Board’s Role in Strategy
…board and CEO is a best practice. Consider reviewing feedback from the most recent evaluations and pay close attention to strengths of both the board and the CEO. Building on… Continue Reading Four Talent Questions Boards Need to Ask Right Now
…great opportunities for NFPs to leverage the work being done in the corporate space and adjust and adapt it to serve their context and needs. 5) Assess your board’s… Continue Reading ESG for Not-For-Profits
The chair of a Crown corporation feels like the CEO controls and limits information going to the board and is resistant to the board’s guidance. The CEO feels like the… Continue Reading Board-Executive Assessment of Teaming
