IN THE NEWS

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22 Apr Staying in the Passing Lane: Prescriptions of Rising Talent

Article Overview: After graduation, you will restart your career at a higher level of esponsibility and compensation, but will early career missteps stall your career? Career navigation is always uncertain. Along the way, some rising stars become fallen stars, sometimes because of a lack of skill, energy, or aspiration, and sometimes because the competition is just better. Sometimes, luck plays out. Sometimes, you just do not know how the deck is stacked. This article is about stacking the deck in your favor.

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22 Apr CEO as the Chief Talent Officer

Article Overview: A company’s leadership pipeline is expected to deliver its “next generation” of leadership. Unfortunately, some CEO’s neglect their leadership management accountability and their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernable, the edge is lost, and the “magic” disappears. The future of the company becomes uncertain along with that of the CEO. Boards are quick to step in when company leadership fails its stakeholders.

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22 Apr What Leaders Do

Article Overview: Leadership has consistently been viewed as the decisive factor in the success of an organization – be they feudal clans, religious orders, militarizes, governments, sports teams, or global commercial organizations. Leadership is the secret sauce which differentiates organizations that languish through lackluster  performance cycles and are saddled with uninspiring reputations from those inspiring organizations which  repeatedly deliver high performance and earn best-in-class accolades.

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22 Apr Seven Deadly Sins of Talent Management

Article Overview: This article is about the art and discipline necessary at the most senior levels to manage your company’s talent management pipeline. A spotlight is put on faulty processes and inadequate accountability that can render  talent management process ineffective in their essential mission of delivering a robust pipeline of exceptional leadership talent.

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22 Apr Dailey on Ethics

Article Overview: Early on during our joint service it was clear that my new board colleage, Joel, knew how directors thought and evaluated matters, knew governance, and was precise about how to fashion solutions. But there was more to his impact...it was not righteousness; it was an ethical approach to business, people and his responsibilities.

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22 Apr When Your Board Strays Toward Trouble

Article Overview: Rough patches do emerge in the behavioral dynamics of any board. These range from mild and virtually undetectable reactions to severe boil-ups. Early recognition and corrective action are essential to preserve the work ethic and spirit of a high performing board, one that also must satisfy its directors’ expectations for professionalism, adherence to sound governance practices and the protection of one’s personal reputation.

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22 Apr Red Flags of Executive Compensation

Article Overview: Regulators have arrived on the scene to remedy past ills and restore shareholder trust. Their remedies are both constructive and punitive. One constructive remedy proposed is the requirement that public companies conduct executive compensation risk-assessment and mitigation procedures. Gauging by the regulation lumbering through the federal legislature, it looks certain that compensation risk-assessment will become a required, annual task for every compensation committee.

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22 Apr Executive Compensation: Preparing for Change in Policy and Practice

Article Overview:  Dysfunctional executive compensation plans and deals are not new issues for U.S. shareholders. Shareholders began to take note in 1994 with the Michael Ovitz situation at Disney. Disney’s Compensation Committee was subsequently entangled in multi-year litigation that brought the accountability of the Committee members into the spotlight. payment. Shareholder outrage has coalesced into corrective action in policy and regulatory reporting.

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