Vol. 35 No. 1, December 2010
Index
- E pluribus unum.
- A question of value.
- CASH is king: for a director, passion may be a positive value but is not preeminent.
- Elections have consequences: here is where the new congress will need the help of every manager and board member in America.
- Will you be ready when the whistle blows? Boards should begin to consider new ways of keeping their internal reporting systems relevant.
- Director compensation: time for another look: it is the right moment to do a more thoughtful, issues-based analysis.
- In setting exec pay, face the facts: many compensation committees lose their way with wrongheaded responses to the factual circumstances.
- Be the person that boards are looking for: what boards want in a new member is someone who can add value to the company. Is that you?
- Needed: board-level curiosity about safety: this is the only way for the board to govern so as to protect cash flow, the workers, and the shareholders.
- Director compensation: current trends and future expectations: pay for board service is seeing some important shifts--in who sets it, how it is set, and, following two years of little growth, increases in basic fees along with the setting of 'leadership premiums'.
- A new basis for director pay: companies should consider basing director compensation on fundamental principles of board service.
- Are directors underpaid? How do you put a value on these vital assets? The marketplace of governance talent has its own distinctive set of calculations and considerations--which is why we come up with 'yes,' 'no' and 'maybe' answers.
- A seeker of what makes leaders tick: one of the most renowned tracers of the 'DNA of leadership' has written his memoir of a life spent as a leader and studying leaders in action.
- The consultant alchemy: turning risk into reward: a good adviser, if carefully selected and properly used, can be worth his or her weight in gold, says an authoritative source. We agree.
- Today's boards have a role to play in building employee trust: nearly two-thirds of the Fortune 1000 executives believe that employees' loss of trust in their employers will contribute to increased voluntary turnover in the coming months.
- Curing the economic hangover: investing in the "second circle" countries.
- Corporate culture in corporate governance: directors must now take an active role in establishing and maintaining the appropriate culture and attitude for healthy and productive shareholder engagement.
- Resist or cooperate? The enduring dilemma for the corporate defendant: my experience suggests that resisting the investigation almost always leads to a better result for the company than had it surrendered at the outset.
- Boardroom activism: talk with shareholders? Board-shareholder communications could play an important role in improving company governance and performance.
- Managing the risk of a CFO transition: while much board attention is focused on the issue of CEO succession, there is another key role that directors should consider as part of risk management--the CFO.
- Assessing the implications of healthcare reform: healthcare reform's larger strategic considerations and the opportunities for officers and directors to rethink their organization's role in health care.
- The best kind of succession planning: the number one priority for the board is to insure that there is a companywide plan for the succession and the cultivation of leadership talent.
- Peer evaluation: let's put some teeth into it: 'Earl, you can be annoying given your tendency to talk too much and blurt out your ideas in an undisciplined manner.' That director was stunned, but the feedback had the desired result.
- Every business is a media business.
- The definitive list of leadership qualities.
- Dancing the Macarena.
- Only the beginning of the 'Big Shift'.
- The internal auditor, from today forward.
- The system needs some C-suite scruff grabbing.
- Rebuilding trust in the boardroom: how boards can restore confidence after the crisis.
- Directors Roster: a quarterly record of new director appointments.
- The gender divide in the boardroom.
- 'There is only one answer': to the question--how can a hoard best serve the shareholders?