IN THE NEWS

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10 Mar How a Board Should “Talk Talent” with its CEO

Article Overview:  Talent-related concerns have traditionally not made a boards's their short list of issues. However, the growing body of research and expert opinion regarding the importance of a board’s attention to leadership and talent management has spawned a new contender for a board’s most strategic question: Does our operating organization have the leadership to set a winning strategy and talent throughout the organization to implement it?

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10 Mar Your Board’s Inner Circle

Article Overview:  First, do inner circles exist? Yes. Our panel indicated these coalitions operate pervasively. Their value? Our panel indicated that inner circles most often function as a constructive facilitator of board dynamics and efficiently catalyze the full board’s deliberative process — especially valuable during times of increased scrutiny, uncertainty, and heavy workload. This inner circle is an alert, continuously operating force for communications, influence, and guidance.

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10 Mar Does Your Board Deliver Strategic Advantage?

Article Overview:  As directors become increasingly involved in their company’s strategy process, it’s evident that some fail to have the competencies to meaningfully contribute. Some deficiencies may result in only benevolent dabbling. But at the extreme, deficiencies can result in destructive processes and the adoption of faulty strategic decisions. Often these scenarios operate within the context of participation by well-meaning directors—not within hostile environments.

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09 Mar Trust Among Directors

Article Overview:  Trust is a necessary element in discovery, debate, change, and healthy board culture. Today, boards rarely practice building authentic trust, probably because it seems too elementary to garner director attention. Consequently, board capability is not fully accessible or effectively leveraged by board leadership.

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09 Mar CEO Succession: Activists Battle for their Say

Article Overview: Historical board oversight has been characterized as “eyes on and fingers off”. This principle may be shifting as active money in the board room increasingly expects “hands on collaboration” between the board and operating executives. Top down oversight is being replaced with hands on engagement. Boards seem to be listening and adjusting. And, perhaps, that is the biggest benefit to shareholders from the “activist era”.

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