…in the boardroom and, equally important, the time between meetings. A word of caution: A director’s length of board service and commitment as a director should never guarantee a promotion… Continue Reading Desperately Seeking Commitment: Expectations of the Board in Chair Succession Planning
Liz spoke to the Women’s Leadership Circle on Oct. 11 about ‘The Principles of Good Governance.’ The event was hosted in partnership with the Institute of Corporate Directors. “Boards we… Continue Reading Principles of Good Governance
…way. There are, inevitably, a few lessons I wish I learned earlier in my journey. I wish to share these with you in hopes that a small nugget of advice… Continue Reading (#1) Chair is an Action, Not a Position
…notice. The board takes that as their order ticket and gets to work. There is plenty of time to determine the skills needed, hire a search firm, develop internal candidates… Continue Reading Timing is Everything: Seven factors effective CEO transition timing
…governance and operations – in practice Most directors understand the line between governance and operations in theory; however, it is one of the most difficult practices to apply in the… Continue Reading (#3) Leadership Lessons from the Intentional Chair
…experience managing an airline – getting a VP from a regional carrier with three prop-engine planes is not the same as an Air Canada operations leader. Sample Skills Matrix SKILLS… Continue Reading Dust off your Matrix Skills
…package. What advice would you give management teams to help improve board packages? MD – The answer doesn’t lie solely with a well-crafted board package, although there are some approaches… Continue Reading Board Packages you Want to Receive
…odds. And although it may look easy from the outside to be the children of the president, well-orchestrated succession in a family business is a direct result of intentional governance…. Continue Reading Defy the Odds of Family Business Succession
…to 350 hours a year! Have a governance question? Ask WATSON Intentional boards recognize that fostering strong director-management relationships is different than letting directors meddle into operations. This grey line… Continue Reading The Time Between Meetings
…and a continuous activity, just as the best managers continually engage and guide their teams. The CEO is the board’s only employee; paying attention is critical. *Research findings from HBR,… Continue Reading The Board’s Only Employee
