…in the boardroom and, equally important, the time between meetings. A word of caution: A director’s length of board service and commitment as a director should never guarantee a promotion… Continue Reading Desperately Seeking Commitment: Expectations of the Board in Chair Succession Planning
…way. There are, inevitably, a few lessons I wish I learned earlier in my journey. I wish to share these with you in hopes that a small nugget of advice… Continue Reading (#1) Chair is an Action, Not a Position
…CEO or the executive’s transition timing. Key roles may vary based on industry, for example a COO in a mining company or Chief Investment Officer in an asset management company…. Continue Reading Timing is Everything: Seven factors effective CEO transition timing
…AND EXPERIENCES Board members should collectively possess these skills and experiences CATEGORY CRITERIA Executive Leadership President, Chief Executive Officer or senior officer of a business who has: experience leading an… Continue Reading Dust off your Matrix Skills
…package. What advice would you give management teams to help improve board packages? MD – The answer doesn’t lie solely with a well-crafted board package, although there are some approaches… Continue Reading Board Packages you Want to Receive
…odds. And although it may look easy from the outside to be the children of the president, well-orchestrated succession in a family business is a direct result of intentional governance…. Continue Reading Defy the Odds of Family Business Succession
…for more serious issues. If you feel the issue is with the Chair, talk to the Vice Chair or Governance Committee Chair about how best to proceed. Have a governance… Continue Reading Mastering Peer Evaluation Feedback (PT 3)
…have asked for and received the insight they needed to be confident that the direction was correct and the transformation was progressing. Our advice to boards who are living through… Continue Reading The Boards’ Role in Change – Giving the CEO Space to Lead for Success
…of a family business that inherently support good governance – foundations of trust, strong relationships, and a shared commitment to the business. At the same time, there are other elements… 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)
