9 Posts found for Author: Lana J. Furr

Did you ever sit in the board meeting and watch the CEO’s facial expressions, imagining what he was thinking? You’re sure that he, along with every other CEO, would just as soon not have to spend the time dealing with a board. But he is savvy enough to mask such sentiments. Here is what we hear CEOs say behind the scenes. During their confidential conversations, … [ Read more ]

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CEO Refresher | Subject: Corporate Governance

We have observed boards move between three stages in the past five years. Most boards prior to the debacles at Enron, Tyco, Global Crossing and others were in stage one: Mighty Proud to Be There. Following the wake-up calls issued after the revelations of scandal, boards were thrust into a stage in which most have reached a Plateau, but have not progressed beyond there. Finally, … [ Read more ]

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CEO Refresher | Subject: Corporate Governance

Creating real movement in the boardroom requires the board to see itself in a different light, own what it sees, set a course forward and hold itself accountable for executing that course.

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CEO Refresher | Subject: Corporate Governance

What do you need to consider in forming your board in a way that gets the benefits you need from it without the nightmares? Keep three points in mind: 1) Be intentional in shaping the role of the board, 2) select your first directors for their competencies, and 3) consider the processes and norms you need to establish about how your board operates.

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CEO Refresher | Subject: Corporate Governance

The issue of raising the bar on the board is becoming increasingly critical to long-term success in an increasingly complex marketplace and environment of increased investor and governmental scrutiny.

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CEO Refresher | Subject: Corporate Governance

This is the fifth article in a series intended to help the CEO think through the issues involved in developing a board to contribute meaningfully to the purpose, vision, strategy and development of the organization. It focuses on strategies and tools for assessing the board’s effectiveness and closing any existing gaps.

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CCG Inc. | Subject: Corporate Governance

As CEO, you’re accountable for results whether your board helps or hinders you in working toward them. Ensuring that key requirements are met, requirements that affect how well equipped board members are to work together, will provide a sound foundation from which the strategic leadership and fulfillment of role and responsibilities will more likely occur. These requirements go beyond fine tuning…they are essential.

This article is … [ Read more ]

Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: CCG Inc. | Subject: Corporate Governance

The CEO is often in the role of challenging the board to fill its role and add value to the organization. This article is the third in a series intended to help the CEO think through the issues involved in developing a board to contribute meaningfully to the purpose, vision, strategy and development of the organization.

Content: Article | Authors: Lana J. Furr, Ph.D., Richard M. Furr | Source: CCG Inc. | Subject: Corporate Governance

Part 2 of a series on the emerging trends of board development. The purpose of this series is to give CEOs background in the issues to help them determine whether and how to approach the challenge of developing the board.

Content: Article | Authors: Lana J. Furr, Ph.D., Richard M. Furr | Source: CCG Inc. | Subject: Corporate Governance