…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)
…❶❷❻❼ What support, learning, or resources do you need? ❶❷❻❼ What would the impact be if we could address this feedback this year? ❶❷❸❹❻ What would you regret not having… Continue Reading CEO Evaluation: Inspiration for Great Conversations (pt 3)
…conscious businesses.” Asana’s raison d’être is “To help humanity thrive by enabling all teams to work together effortlessly.” These companies still sell clothing, glasses, and applications, respectively, but do so… Continue Reading 2019 Was the Year of Purpose. Will 2020 Bring Balance? (Pt 1)
…complex stakeholder landscape – from employees, consumers, and communities, to the planet itself. Although the law still places the best interests of the company as paramount for public companies, that… Continue Reading The Purpose Driven Director (Pt 2)
…seats, make sure people aren’t clumped together in groups. Make space for inclusive conversations. Time pressures drive efficiency but can also detract less vocal directors from participating. Ensure there is… Continue Reading The Inclusive Boardroom
…A further 99% of respondents “expect the Board of Directors (of the companies in which they invest) to oversee at least one ESG topic.” As we enter the age of… Continue Reading Purpose Driven Board (Pt 3)
…Chair of Coast Capital Savings; Carmel Bellamy, Associate Vice-President, Governance and Corporate Secretary, The Co-operators Group Limited; and Brigitte Catellier, Vice President, Corporate Governance, Meridian Credit Union, will address The… Continue Reading WATSON Presents at the GPC Summit 2020
…all know intuitively or from experience how trust can make things better and how a lack of trust is counterproductive. Science confirms this, proving that trust is universal to humans… Continue Reading How Can Boards and Management Collaborate to Build Trust (#1)
…lots and hallways, rather than in the boardroom Management or Directors voice and reinforce their concerns within their own groups, without exploring and seeking solutions with the other group, which… Continue Reading How to Rebuild Trust When it has Been Broken (#2)
…in larger groups, individual group members exert less effort when working towards a common goal[2]. This “social loafing” can be detrimental to group dynamics and lead to a lack of… Continue Reading Trust – Relationships Within the Board (#3)
