Vol. 21 No. 1, September - September - September 1996
Index
- 'I jumped at the chance to serve.' (accepting the first directorship position) (Putting In Place the Right Board for the 21st Century)
- A 'quiet revolution' is underway.
- A 'take-nothing-for-granted' stance: a managerial cohort weaned on uncertainty and change can be expected to bring an aggressive approach to its board oversight.
- A great director I served with: James R. Martin, 'Folks, we have just crossed the line.'(Putting In Place the Right Board for the 21st Century)
- A great director I served with: Robert F. Patton, his head was always in the game.
- A great director I served with: Robert S. Strauss, he's not a 'pipe smoking' director.
- A great director I served with: Roberto Goizueta, a logical thinker with a human touch.
- A great director I served with: the world is not filled with Cliffs.
- Arnold Palmer on golf and business.
- Be expert in CEO evaluation.
- Board independence: the necessary role for a board leader.
- Board practices: its' time to name a chief governance officer.
- Director compensation: for wealth-building motivation, think LSOs.
- Director diversity: new dimensions in the boardroom.
- Getting results from board meetings.
- Global growth: the challenge for the 21st century boards.
- Have fun while you 'fiduce.' (fiduciaries should cultivate a sense of humor) (reprint from Directors & Boards, Spring 1984) (Putting In Place the Right Board for the 21st Century)
- How to fire a director.
- Industry expertise: you gotta know the territory.
- Intellectual diversity: put a premium on wide-ranging knowledge.
- Leadership and the pursuit of excellence.
- Lessons for a rookie CEO.
- Making faster, more complex decisions.
- Management by SMURF.
- My first directorship.
- On the dynamics of group decisionmaking in high places.
- On the occasion of our 20th anniversary: a salute to directors.
- Performance evaluation: lessons learned in the private equity market.
- Problems with boards of small companies.
- Serving as an 'on-call' consultant.
- Shareholder relations: beyond 'slick' programs to constructive dialogue.
- The 'big bang' for director liability.
- The 20th century company meets the 21st century board.
- The art of building a successful company.
- The board as a portfolio: the right skill mix as a more essential component of board composition, and other predictions about the future of the boards.
- The board as a team.
- The board looks at itself.
- The board, society, and shareholders.
- The building of a board.
- The case for cash for directors.
- The corporate board in our future.
- The director as a cultivator of management.
- The director as competitive weapon.
- The power and the process.
- The promise and paradoxes of leadership.
- The smart director.
- Top-line growth: leadership requires making this the priority.
- What I look for in corporate performance.