To Become Genuinely Inclusive Leaders, CEOs Must Learn From Their Missteps
Leaders can make employees feel like part of the team—and increase loyalty and productivity—by exposing the rationale behind why decisions have been made.
Leaders can make employees feel like part of the team—and increase loyalty and productivity—by exposing the rationale behind why decisions have been made.
Headlines have characterized the changes as a “shakeup,” but it might just be good governance.
While grappling with Covid’s devastating toll on the hospitality industry, Marriott also lost CEO Arne Sorenson to cancer. Lead Independent Director Fritz Henderson shares lessons gleaned from boardroom conversations in times of crisis.
Decades of success steering C-Suites and boardrooms through some of the most complex and challenging business situations of the past 30 years—at Hewlett Packard, Tyco, Arconic, Rohm and Haas and Delphi, to name just a few—have given Raj Gupta rare perspective on what boards and CEOs must do in volatile and uncertain times. Corporate Board Member asked him for his thoughts about navigating the current moment—and the years ahead.
The industry is rife with opportunity for investment for boards aiming to expand their social venture footprints, but do so in a way that will leave an indelible mark and effect long-term change.
The carmaker’s board seems to think resisting change will be a win, but some negative consequences of opposing shareholders already are becoming evident.