Vol. 32 No. 3, March 2008
Index
- Face the music.
- Tenure of the times.
- Does BBR render CGR and CGI DOA? Or, no matter what the evidence, is it all CYA?
- Who could've known? Directors cannot predict the strange things that happen to every business. What they do is guide the reactions.
- Inadvertent disclosure: the Ryan case is a reminder of the need for board policies on the handling and communicating of privileged information.
- The many (dis)guises of corruption: battling bribery in your global business practices? Incorporate technology and automation to bolster your risk management.
- Volatile times call for best D & O coverage: dangerous scenarios can play out, so don't be complacent about your protection.
- Earnings guidance: the real issue; The current debate focuses on the wrong question.
- Good grief! What's with the SEC and exec pay? This government is continuing to insert itself unwisely in boards' confidential decisions. Where is the outrage?
- Director term limits come up for review.
- Diversify the board ... by personality type! A key to a high-functioning board is to intentionally bring together people with differing personality styles that make them well suited to play important behavioral roles.
- Distinguishing traits of elite performers: here is what separates the world's best from their second-place contenders.
- 'Above reproach': the Norman Hsu case; This fiasco offers five important due-diligence lessons for directors and officers in staking your individual and corporate reputation on a person's character, background, and basic veracity.
- The protocol of a turnaround manager: this peek into a turnaround pro's playbook reveals the initiatives directors themselves can take to preempt the call for help.
- The next best place to invest? Child care: get involved in providing high-quality early child care and education programs for your employees. The ROI is huge, and hugely important.
- Book it: best bets for board reading; From a roundup of new books, leadership insights on sudden succession, human capital oversight, being a trusted adviser, greatness in the making, and how to apologize for a tactless remark.
- Boards think they're doing a good job ... but CEOs disagree. What directors can do to bridge that disconnect.
- Directors Roster: a quarterly record of new director appointments.
- Company index.
- Director index.
- The director's dilemma: it is hard to know when simply raising questions, and eyebrows, has become insufficient.