We’re all flawed human beings. We all should be asking for help. Reminding yourself and your company’s leadership of this eternal truth is one of the essential tasks for anyone in—or outside—of business today. A guide.
The latest reading from the Director Confidence Index shows director optimism now down 19 percent since January.
While it is healthy and useful for CEOs to have a productive level of fear, less-rational, deeper fears are a common cause of many executive failures. But there is a solution.
Companies that drag their feet on addressing workplace issues risk shareholders intensifying efforts to effect change—and some of those efforts could take other forms, which would not be welcomed by board members.
Overseeing the deployment of AI? This concept helps boards cut risk.
We need to raise our expectations of both managers’ responsibility to connect with teammates and the expected results of contributors who choose to do remote work.
Although these changes followed ongoing pressure from a dissident shareholder, they seem to be benefiting the company and shareholders.
“Situational awareness is everything,” says Gen. (Ret.) David Petraeus, who offers lessons for business from the front.
Every year, Corporate Board Member surveys U.S. public company board members to take their pulse on the issues that are most prominent in the boardroom for the year to come. Read the Report>
