How Not To Hire A CEO
When hiring a CEO, boards tend to overlook critical steps like creating a transition plan, building a coalition of support for the change and conducting an impact analysis before, during and after the decision.
When hiring a CEO, boards tend to overlook critical steps like creating a transition plan, building a coalition of support for the change and conducting an impact analysis before, during and after the decision.
Lead directors, board chairs, and CEOs collectively bear the responsibility for ensuring the resources dedicated by the organization in preparing for board meetings are justified by the ensuing dialogue and decisions.
Good governance is not about optics. It’s about protocols and practices that are so embedded in a board’s culture that they can be communicated with the same ease as a company’s vision, strategy and metrics.
How can the board effectively oversee risk across foreign jurisdictions? How should a global company approach board composition and succession planning?
Why should U.S. board directors follow the news and conversations around the various energy and climate-related proposals being advanced by today’s “Green New Deal” activists?
Recent incidents involving sexual harassment emphasizes the ticking time bomb for many organizations across industries: a complete absence or severely underdeveloped succession management capabilities.