Rarely have corporate directors faced such a deep and widespread erosion of public trust. What can directors do to affirm their role, drive board effectiveness and reclaim control over their own agenda? They can start by holding up a mirror to their own board performance, as measured against the “seven habits of an effective board.”
Editor’s Note: a slightly longer version of this article can be found at
Alan Bird, Paul Rogers, Robin Buchanan
Source: “Forbes”
Subject: Corporate Governance