497 Posts Found

Your job as a CEO is to build fire departments, not put out fires. If you’re regularly putting out fires yourself, you’re doing it wrong. Focus your time on how to enable others on your team to put out fires themselves.

Content: Quotation | Author: Sam Corcos | Source: First Round Review | Subject: Corporate Governance

I think if you define fairness by “fair market value,” then C.E.O.s are paid fairly. I think if you define fairness by how you think society should value people, then I think C.E.O.s are paid too much.

Content: Quotation | Author: Dara Khosrowshahi | Source: The New York Times | Subject: Corporate Governance

Executive committees grapple with complex decisions and tasks, for which there might be no established rules and routines. Individual values and styles therefore play a crucial role. But the flip side is that differences among members might be difficult to reconcile. Meanwhile, both the substance and symbolism of the team’s decisions are watched closely by the rest of the organization.

Content: Quotation | Author: José Luis Álvarez | Source: INSEAD Knowledge | Subject: Corporate Governance

One of Hubert Joly’s proudest accomplishments is the successful CEO transition his team orchestrated when he stepped down as CEO of Best Buy. Here’s how he did it.

Content: Article | Author: Hubert Joly | Source: Chief Executive | Subjects: Corporate Governance, Succession Planning

Boards only see what they’re presented with and can easily become passive recipients of agendas created by powerful CEOs and senior executives. And corporate failure raises questions as to what the board knew and what more it could have done. Board members can play a transformational role in a company by asking questions that create a space for deep reflection and strategic change — not … [ Read more ]

Content: Article | Authors: Andrew White, Eric Wilkinson, Tazim Essani | Source: Harvard Business Review | Subject: Corporate Governance

As CEO, you are the Communicator in Chief. The responsibility for aligning all the various constituencies in the organization behind company strategy falls primarily to the CEO, but it doesn’t stop there. Just when you think you have communicated clearly to all parties, go back over your message again and again. You cannot make your point too clearly or check back enough times to make … [ Read more ]

Content: Quotation | Author: Robert Rosenberg | Source: Chief Executive | Subjects: Communication, Corporate Governance, Leadership, Organizational Behavior

What behavioral psychology can tell you about the human dynamics of your board.

Content: Article | Authors: Leah Malone, Maria Castañón Moats, Paul DeNicola | Source: strategy+business | Subject: Corporate Governance

Clawback provisions are a common feature in executive compensation packages. They are intended to deter executives from boosting their incentive compensation entitlements by taking decisions that could impose legal or reputational costs on the company. But if executives cash in their compensation and then leave the company clawbacks can be almost impossible to enforce. Requiring incentive compensation for executives to be made in restricted stock … [ Read more ]

Authors: Charles M. Elson, Sanjai Bhagat | Source: Harvard Business Review | Subject: Corporate Governance

CEOs have to be particularly careful about setting ambitious targets and using powerful language to motivate employees. Audacious goals can create fear (what happens if I don’t deliver?), and they may be interpreted as giving implicit permission for bad behavior.

Content: Quotation | Author: Robert Chesnut | Source: Harvard Business Review | Subjects: Corporate Governance, Leadership, Management, Organizational Behavior

Business scholar Tomas Chamorro-Premuzic demonstrates, women’s confidence almost always aligns with their level of competence — or falls below it — which is not usually the case with men, especially at leadership levels. This is true primarily because the number of overconfident men tends to be relatively high. And overconfidence, and the assertiveness it engenders, can be extremely helpful to someone pursuing a senior position, … [ Read more ]

Content: Quotation | Authors: Sally Helgesen, Tomas Chamorro-Premuzic | Source: strategy+business | Subjects: Corporate Governance, Diversity, Human Resources, Organizational Behavior, Women in Business

Companies and shareholders often focus on maximizing short-term returns. In contrast, resilience requires a multi-timescale perspective: forgoing a certain amount of efficiency or performance today for the sake of more-sustained performance in the future.

Content: Quotation | Authors: Kevin Whitaker, Martin Reeves | Source: Harvard Business Review | Subjects: Corporate Governance, Management

Conditions that underpin the power and impact of chief executives vary widely, with remarkable results.

Authors: Guoli Chen, Lee Seok Hwai | Source: INSEAD Knowledge | Subject: Corporate Governance

Stock options are both widely used and widely questioned. Research demonstrates that, contrary to stock option boosters, this form of CEO compensation is not a panacea, and there exist situations where issuing them is damaging. Indeed, now that the accounting profession has established that stock options are a real cost to business, either these expenditures should lead to real returns to shareholders or they should … [ Read more ]

Content: Article | Authors: Michael Greiner, Scott Julian | Source: Harvard Business Review | Subject: Corporate Governance

Have our institutions become too complex to secure?

Content: Article | Authors: Richard Horne, Sean Joyce | Source: PwC | Subjects: Corporate Governance, IT / Technology / E-Business, Risk Management

Three commitments to help companies promote diversity, equity, and inclusion — and resist the status quo.

Content: Article | Authors: John W. Rogers Jr., Stephanie J. Creary | Source: strategy+business | Subjects: Corporate Governance, Diversity, Human Resources

Successful people are often particularly skilled at coming up with reasons for continuing workplace behaviors that in fact no longer serve them. In What Got You Here, Marshall [Goldsmith] showed how their resistance is often rooted in what he calls the success delusion—the belief that because you’ve been successful, not only do you not need to change, you probably should not change. Because if you … [ Read more ]

Content: Quotation | Authors: Marshall Goldsmith, Sally Helgesen | Source: ChangeThis | Subjects: Corporate Governance, Organizational Behavior, Personal Development

Excellent CEOs form a small group of trusted colleagues to provide discreet, unfiltered advice—including the kind that hasn’t been asked for but is important to hear. They also stay in touch with how the work really gets done in the organization by getting out of boardrooms, conference centers, and corporate jets to spend time with rank-and-file employees. This is not only grounding for the CEO, … [ Read more ]

Content: Quotation | Authors: Carolyn Dewar, Martin Hirt, Scott Keller | Source: McKinsey Quarterly | Subject: Corporate Governance

Exemplary CEOs combine the reality of what they ought to do in the role with who they are as human beings. They deliberately choose how to behave in the role, based on such questions as: What legacy do I want to leave? What do I want others to say about me as a leader? What do I stand for? What won’t I tolerate? CEOs answer … [ Read more ]

Content: Quotation | Authors: Carolyn Dewar, Martin Hirt, Scott Keller | Source: McKinsey Quarterly | Subjects: Corporate Governance, Management

Of the 50 most value-creating roles in any given organization, only 10 percent normally report to the CEO directly. Sixty percent are two levels below, and 10 percent sit farther down. Most surprising of all is that the remaining 10 percent are roles that don’t even exist. Once these roles are identified, the CEO can work with other executives to see that these roles are … [ Read more ]

Content: Quotation | Authors: Carolyn Dewar, Martin Hirt, Scott Keller | Source: McKinsey Quarterly | Subjects: Corporate Governance, Human Resources, Organizational Behavior, Succession Planning

Tarun Khanna and Prithwiraj Choudhury use machine-learning technology to look for links between a CEO’s communication style and company performance.

Content: Article | Authors: Michael Blanding, Prithwiraj Choudhury, Tarun Khanna | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Corporate Governance, Leadership