Vol. 28 No. 3, March 2004
Index
- Avoiding personal liability as a director.
- Secret ballot.
- CEO beneficence.
- Power of suggestion: from Levy to Eisner, contemplating how the threat can be stronger than its execution.
- Oracle speaks, and the bar is raised: a Delaware court's decision will lead to more searching inquiries into the independence of directors.
- Due diligence on D & O: six insurance questions you should ask before joining a board.
- Auditor rotation: a bad governance idea; Would you change your doctor every three years believing you'd get better medical attention?
- The Recurrent Crisis in Corporate Governance.
- Rules for rock-solid governance: 'Sutton's Laws' won't solve all the problems that boards face, but they can filter the bad boards from the good and help directors sleep better.
- Ways to reduce risk in board evaluations: these eight safeguards can make the self-assessment process useful and relevant and reduce the potential liability for the board and individual directors.
- Mirror, mirror ... when the board looks at itself: self-examination is no longer merely an option. The board and management team need an evaluation process that is an effective tool for gauging performance and facilitating needed changes.
- Ten common pitfalls of venture boards: many early-stage boards are reluctant to confront their own shortcomings. By identifying and addressing these stumbling blocks, directors and management can get back to being a collaborative team.
- What it means to be a fiduciary; A formula for meeting the expectations of the role: be deeply informed, perpetually skeptical, and collegially independent.
- Managing risk--to your company and you: enterprise risk management is a term increasingly heard in boardrooms. Why? Because ERM helps a company get to where it wants to go and avoid pitfalls and surprises along the way.
- How to benchmark your EHS governance: how do you know that you are giving due care to environmental, health and safety matters? It helps to start with a clear picture of where you are.
- How compensation gets manhandled: something in the way boards review and approve executive pay frequently goes awry. To avert these common breakdowns, here are six suggestions for sharpening compensation committee foresight.
- Board presentations: a leadership moment; Board meetings have few rivals as optimal settings for an executive to project authority, credibility, and character. In presenting to the board, make sure you are sized up as a leader.
- Senior debt financing: weighing the options; While there are many forms of financing, understanding the senior debt market is probably most important for directors, since it provides the working capital that is essential to a company's operations.
- Get serious to make CEO evaluations work: the review process should be rigorous, objective, and fair, and the end result should be a stronger relationship between the CEO and the board.
- Directors roster: in affiliation with Spencer Stuart--a quarterly record of new director appointments.
- Company index.
- Directors index.
- Protector, supporter, auditor: Reginald Jones (1917-2003) was well-schooled, and schooled others well, in the ways of directorship.