As boards delve more deeply into talent challenges than ever, we asked Mirian Graddick-Weir, Merck’s former CHRO and a current board member at Yum! Brands and Booking Holdings, for the inside track on oversight of human capital strategy. She shares some tips—and some hard-won wisdom.
This historic global crisis has revealed gaps in management’s ability to deliver on promises made regarding doing business in Russia. Here’s how boards can help.
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.
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.
“Situational awareness is everything,” says Gen. (Ret.) David Petraeus, who offers lessons for business from the front.
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