Vol. 31 Nbr. 3, March 2007
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- The times, they are a changin'.
- Hit with the lucky stick.
- From the outside looking in: checklist-ism won't tell you what you might really need to know about a board.
- When the accounting goes funny: pardon the rant--but I don't like how some people are adding up the numbers.
- D & O insurance and indemnification: both are critical to a comprehensive director and officer liability protection program.
- The core function: guidance or compliance? The former is important, but the latter is crucial. Who else but the board would do it?
- Where is HR in the boardroom? Too often MIA during board deliberation on succession and leadership development.
- Rethinking NIFO: "noses in, fingers out" may be an indefensible standard for board behavior in the post-Enron era.
- Quality listening in the boardroom: are you guilty of tuning out or turning off someone who is speaking to you?
- Kim Clark: living a life of faith-based leadership; A visit with the then Harvard Business School dean shows a path to success not driven by money, power, prominence, or titles.
- The devaluation of the director: corporate America today is facing a revolution, the end game of which is management-by-referendum--the shifting of decision-making power away from the board to the shareholders.
- The next committee in the spotlight: why the focus will be on nominating/corporate governance committees in 2007.
- CEO pay: a new way to judge the numbers; A dive into three companies' pay and performance data provides a compelling guide for compensation committees trying to determine what level of pay is 'just right.'.
- The right peer group for the right pay plan: guiding principles for formulating a peer set that will withstand heightened scrutiny and promote rational pay decision making.
- Two top leaders talk succession: we asked them for lessons learned and key factors in making executive transitions successful.
- Director pay in emerging firms: a snapshot of board compensation appropriately tailored to the organization's stage of development, industry, and size.
- Getting it right, right from the start: many VC-backed boards experience dysfunctional behavior and often lack self-help tools to apply best practices in their governance.
- How an advisory board drives innovation: Procter & Gamble offers a strong example of how to create an advisory board, how to manage it successfully, and how to apply its recommendations for bottom-line results.
- Book it: best bets for board reading; From a hotelier's secret to the secret of GE's success, from being rich to being an imperfect board member, leadership insights from a roundup of new books on business.
- Corporate crisis: the readiness is all; Does your board have the competencies to meet the most common dangers? A board assessment can prepare you for these potentially ruinous 'turning points.'.
- Directors Roster: a quarterly record of new director appointments.
- Company index.
- Director index.
- A brief brush with Enron: I remember thinking, 'I just don't understand how this company works.'.