…CEO or the executive’s transition timing. Key roles may vary based on industry, for example a COO in a mining company or Chief Investment Officer in an asset management company…. Continue Reading Timing is Everything: Seven factors effective CEO transition timing
…some see administrative procedures, we see nuanced opportunities to unlock Board dynamics and effectiveness. From your Board’s structure to committee mandates, meeting agendas, and the exact wording of Board policies,… Continue Reading Evolving Governance Governance Review / Structures & Practices
…professionalized certain functions, such as governance support or policy development, to relieve volunteer pressure. Collaborative models are emerging: associations share administrative or back-office resources to reduce duplication and costs. A… Continue Reading Better Boards, Brighter Futures: Priorities for Association Governance
…low returns on investment, stalled growth or progress, high debt levels, poor service levels, un-deployed cash reserves, or high administrative costs – they often lead to unimpressed investors, dissatisfied donors,… Continue Reading From Passive to Proactive: How Boards Can Overcome Complacency and Resignation
…means structuring board meetings to start with meaningful dialogue and leaving management and administrative items where they belong. Purpose and impact should frame every discussion. How do you keep governance… Continue Reading Charles Brown on Purpose, Trust and Courage as Leadership Imperatives
…12-18 months on the board, when you’ve climbed the learning curve, you may be flooded with questions when reviewing the annual business plan or quarterly reports, when approving executive officer… Continue Reading Shaping the Future with Heather Munroe-Blum
…concerns, is to “do no harm”. If you leave abruptly, or at a strategically sensitive time, you may be unintentionally sending a negative message to stakeholders. For example, an Audit… Continue Reading When is it Time to Step Away from a Board?
…sends a strong message about your organization’s truest and deepest values. Send the right message. We know our CEOs are tired, yet we need them to stick to a high… Continue Reading In the Boardroom: COVID, Travel and Tone at the Top
…you need from each other Ensure the board is not creating unnecessary work, delays, or bottlenecks for management Ask the board to share a message of support and… Continue Reading The Chair-CEO Relationship During a Crisis
…a very real and challenging moment of leadership. CEOs need feedback and recognition, especially through unchartered times. For now, a message of appreciation and support will help, but eventually CEOs… Continue Reading How Should You Evaluate Your CEO’s Performance This Year?
