Vol. 37 No. 3, March 2013
Index
- LBJ and the art of leadership.
- A troubling trend.
- The gnomes know: wisdom and judgment tend to come with experience ... and, yes, age.
- Needed: a fresh sense of true responsibility: why? Because it apparently takes more than shareholder votes to freshen up a board.
- Harmonizing going private transactions: the Delaware Chancery Court gives controlling stockholders a clearer road map for taking a corporation private.
- Health care industry's rising tide of risk: new threats require that you have a properly structured management liability insurance program.
- Internal audit's shifting mandate: how the audit committee can help ensure that internal audit is properly focused, fully utilized, and delivers value.
- Pay for performance: rethink your metrics: companies that outperform their peers approach pay design differently.
- Board turnover: low ... and getting lower: the math is daunting, with directors holding fast to their positions and companies doing limited cycling of their boards. Result: aging boards, constrained opportunities for women, and a frustrating recruiting environment.
- Reach out for that first-time candidate: five good reasons why bringing on a first-time board member can strengthen your board.
- Nominating committees casting a wider net.
- Recruiters: facilitators? Or gatekeepers?
- Ace the board interview: you are smart, successful, and can bring value to a board. But you still have to wow the nominating committee. Here's how you do that.
- Company to director: 'you're fired!': most seasoned CEOs, chairmen, or private company owners don't hesitate to fire an employee who simply does not fit, yet they can be hesitant to ask a director to step down. Making such a move is fraught with sensitive considerations and requires great finesse.
- Director firings: war stories.
- Removal of directors of a Delaware corporation.
- Directors & Boards 2013 M&A survey: while the economic environment is improving, much more important to our board audience for doing deals is the regulatory environment, which is not so constructive. Still, some intrepid directors see opportunities.
- The director as expert witness: here is what a corporate director needs to know about becoming an expert witness. There are benefits--and perils--for those who want to take on this role.
- Directors' dialogue may need a reboot: we can't assume that the way we converse in the boardroom is as good as it gets.
- Book it: best bets for board reading: from a roundup of new books, insights on conversation skills, situational awareness, CEO shareholder letters, creating greatness ... and doing your spring cleaning.
- Be strategic when filling multiple vacancies on the board: multiple departures offer a rare opportunity not only to fine-tune the board but to significantly realign its composition, competencies and culture.
- Directors roster.
- Directors categorized by professional background.
- Bob Lutz on board leadership.
- Bob Lutz: 'I was not to be Iacocca's successor'.
- What makes a best-in-class compensation committee.
- Bring back health benefits for board members? Yes.
- Too few: Calvert looks at S&P 100 boards for women and minorities.
- Attributes in demand to get to the right mix.
- Thirty Percent Coalition pens a pointed letter.
- How to land your first board position: it's a complex process but not an entirely impenetrable one.