Article Overview: Today, passive monitoring of public policy matters by any company is a risky tactic. Companies that have intentionally chosen not to engage may be sorely surprised when they learn the deck is stacked against their interests. Other companies are surprised and disadvantaged because their monitoring systems are undisciplined or faulty. Companies without a properly–resourced and focused public policy strategy are naive or irresponsible. In either case, senior leaders and boards put their companies at risk when public policy matters are ignored or bungled.
Article Overview: Pivotal questions is a menu of candid, direct and sometimes uncomfortable questions that dig in to those crucial issues that often derail the separation of the Chairman role from the Chief Executive role. Good intentions and some courage will lead you, the board leader, to choose those pivotal questions that your board wishes to explore. The payoff is board synergy that just may deliver that magic that boards strive for.
Article Overview: While the current climate attracts astute and well-capitalized investors, deals also attract wily and fearless plaintiffs’ counsel. In part, their tactics are to find fault with how a board exercises business judgment and oversight as well as compliance with jurisdictional statutes and the company’s bylaws. As a result, your company’s wealth and your reputation are targets for their attacks.
Article Overview: How does a Board gauge leadership risk? Certainly Boards do measure performance outcomes, but the assessment of risk regarding senior leadership is new ground. We suggest process-based risk factors, which Boards should monitor and mitigate. We argue that attention to these risk factors mitigate leadership risk and offers the promise of elevating the leadership competency to a competitive advantage.
Article Overview: In light of the changing landscape, has your Board reviewed the steps needed to minimize director liability? More important, is your Board taking steps beyond the basics to minimize the risk of overall loss and perform more effectively?
Article Overview: Executive compensation risk assessment is one focal point within a company’s broad responsibility for risk management. Due to the impact of several catastrophic corporate melt downs which have been attributed to high-risk compensation practices, executive compensation has become a priority for risk management attention for U.S. and international boards.
Article Overview: In today’s highly competitive, fast paced world, boards are often times governed from behind---i.e., reactive with their contributions. Further, several panelists opined that without board of director change outs [replacements] , this challenge becomes more acute with board actions too often becoming perfunctory most often characterized by stale director judgments. Insights and boldness are lost and enterprise opportunities are not pressed forward at the necessary speed.
Article Overview: A board chairman recently lamented, “Just a few years back when planning time came around, some of my directors with great skills in other areas would quietly step back from the strategy work…with others taking the lead. Today, I have a boardroom filled with ‘Michael Porter wannabes’— every director expects to be a key player in our strategy planning….Yes, I like the engagement, but overall, the consequences are not all positive. I fear my planning process is off the rails—my board is not delivering
sound strategic guidance.”
Article Overview: Today, culture is a more critical determinant of board effectiveness than during the bygone era of ceremonial board service. Why? Because contemporary boards function as deliberative, working teams rather than simply preside. The cultural
ground rules which dictate director , behavior, risk appetite, and decision-making processes are simply more critical to a board’s effectiveness because boards are more "at work" than before.
Article Overview: All too frequently, an exceptional executive encounters a corporate trap door, falls, and then derails.
Executives knowingly or unknowingly step into a critical situation in which their savvy and experience fails them. They may have been surprised. They may have seen the storm building only to push too hard. They over-correct. Predictably, boards move in to take charge. Game over. What brings an exceptional executive’s run to an unceremonial conclusion?