…peer evaluation exercise is not to create a report card for directors but to provide each director with a sense of how fellow directors view their performance, where they are… Continue Reading Customize your Approach to Peer Evaluation (PT 2)
…to 350 hours a year! Have a governance question? Ask WATSON Intentional boards recognize that fostering strong director-management relationships is different than letting directors meddle into operations. This grey line… Continue Reading The Time Between Meetings
…a plan to educate your board and individual directors on governance and emerging issues and ensure your board is equipped to govern in a climate of complexity and disruption. 3…. Continue Reading New Years Resolutions ; 5 ideas to start the conversation
…for them to get good answers. Directors either get too much data or vague reassurances from executives, who may themselves not know how to get trusted insight. In some instances,… Continue Reading Mission Control
…landscape or effectively managing the critical 2ICs? Is the job what the CEO expected, and would you know either way? Highly effective boards treat the CEO lifecycle as a mindset… Continue Reading The Board’s Only Employee
…industry. Your directors should also have public company experience. Independent Directors: At the time of listing, your board must have at least two independent directors, meaning directors who have no… Continue Reading Is your Board Ready to go Public?
…should come as no surprise when directors are asked to share feedback on each other’s contributions to the board and a collective shudder ripples around the room. Before asking directors… Continue Reading Mastering Peer Evaluation Feedback (PT 3)
…culture of the company. If you were on the board: How would you approach your work as a director? How would you deal with the fact that there would be… Continue Reading The Boards’ Role in Change – Giving the CEO Space to Lead for Success
…unrivaled levels of emotional connection by directors and management. A family name on the building and stories of multi-generational leadership drive a deep personal connection to the business that public… Continue Reading Draw on Strengths of Family Business Governance
…with high emotional intelligence who has experience delivering feedback – it might be the vice chair, human resources committee chair, or another director who helped lead the CEO evaluation process…. Continue Reading CEO Evaluation: Conversations with Real Impact (PT 1)
