A CEO’s Legacy to the Board
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
Move Your Board up the Performance Curve
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
Removing the Lump Under the Boardroom Carpet
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
Getting it Right the First Time With Your First Board
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
Raising the Bar on the Board
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
Will You Lead, Follow or Develop Your Board as Your Partner?
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
Requirements for Effective Boards…Beyond Fine Tuning
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