the ceo magazine, board of directors,
John T. Montford and Joseph Daniel McCool, Authors, BOARD GAMES:  Straight Talk For New Directors And Good Governance

Board memberships are no longer a “safe harbor” for college fraternity brothers and high-powered friends a CEO or board chair may have met during his or her career.

Today’s boards and their directors now face unprecedented scrutiny related to their composition and succession practices, their focus on ever-increasing regulatory compliance requirements, and frankly, whether they really give a damn about shareholders.

the ceo magazine, governance,
Peter Browning and William Sparks

Is it better to separate the role of chairman from that of CEO? Does the separation really enhance board governance and effectiveness?

The answer to these questions may lie in a lack of understanding of how boards function. Do some Chairman/CEOs or CEOs try to control and manage their boards and refuse to share important information? The short answer is “yes,” but there are exceptions to consider. However, whether the CEO is chairman of the board or not, today boards are much more involved and engaged in the board’s agenda, committee functions, and operations, and in assuring that the board’s responsibilities and fiduciary duties are satisfactorily fulfilled.

the ceo magazine, business management,
Robert A. Adelson, Attorney

Many CEOs and other high-ranking executives are regularly asked to serve on boards of directors. Indeed, the industry knowledge, business acumen and day-to-day management experience that C-level executives have make them perfect candidates to serve on a board, whether it be an outside board or the board of directors of their own company.

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