Directors Should Expect Questions About “Overboarding”
Corporate board members may want to reexamine whether sitting on two or more boards is in their long-term best interest. If they don’t, investors may be doing it for them.
Corporate board members may want to reexamine whether sitting on two or more boards is in their long-term best interest. If they don’t, investors may be doing it for them.
The most conscientious and progressive board leaders have moved well beyond a simple check-the-box compliance approach to a more rigorous process that is aimed at identifying ways the board can continually enhance the contribution it makes to the organization it is governing.
Corporate boards should take note that the situation at Progenics Pharmaceuticals has resulted in a proxy advisory firm validating a call for “shareholder board oversight.” Serving on a board that has been sighted for oversight by its investors could have an effect on future board appointments.
Composition of a board does not always guarantee effectiveness; what does are the personal attributes of the individual directors.
CEO succession is not an event, but a series of actions orchestrated over the course of several years. Here are four tips on how to make this go as successfully as possible.
According to a new study by proxy advisory firm Institutional Shareholder Services released this week, the number of both women and ethnic minorities either joining or serving as directors at Russell 3000 companies hit a record high in 2019.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.