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.
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Content: Article | Authors: Lana J. Furr, Richard M. Furr, Ph.D. | Source: “CCG Inc.” | Subject: Corporate Governance
Your Board’s Approach to Its Responsibilities: Resting on Laurels or Raising the Bar
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, Richard M. Furr, Ph.D. | Source: “CCG Inc.” | Subject: Corporate Governance
Your Board: Proactive Partnering or Reactive Interference?
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, Richard M. Furr, Ph.D. | Source: “CCG Inc.” | Subject: Corporate Governance