Vol. 38 No. 5, September - September 2014
Index
- Sustain ability: the next wave.
- No filler here.
- The tension between boards and investors: boards would benefit from a clearer understanding of the role they expect the company's shareholders to play.
- Factor tone and culture into the equation: good audit committees are 'a pain in the neck'--for financial reporting integrity, make sure yours is one, too.
- Negative votes have con uences: when shareholders register dissatisfaction with a director, that director's life on the board is likely to change.
- Invited to join a bank board: there are compelling reasons to accept. . . but careful consideration is required.
- Joining a bank board? Get radically objective: bank board composition tends to be long on street savvy but short on requisite regulatory acumen ... and, leadership matters!
- Accept a bank board seat? A verdict from the litigators: when and why bank directors are most often at risk of civil liability.
- The pay ratio rule: Get ready, get going: it's time to make lemonade--boards should be thinking strategically today about how they will change their compensation programs and disclosures to mitigate the coming controversy.
- Sides are split, contention rules.
- Outside/inside: peer group comparisons vs. internal pay system protocols.
- The directors & boards survey: CEO and director compensation 2014: make director compensation variable based on the contributions each director makes to the company? now there is an idea that our survey respondents seem to approve of.
- Antidotes to a board's going stale: there are three: evaluation, education, and renovation. boards must constantly self-renew because great governance requires directors who are on top of their game.
- The challenges in 'refreshing' board committees: there is no such thing as an 'easy' committee replacement or rotation. the levels of deliberation that go into selecting the members of each committee are or should be as high as those that go into selecting new board members in the first place.
- The focus on board renewal is just beginning.
- Board vetting in the digital age: the definition and mechanics of 'background checking' have changed over the years, but the guiding principles of full and forthcoming disclosure remain the same.
- Guidance for the board candidate.
- Book it: Best bets for board reading: from a roundup of new books, insights on board dysfunction, D&0 insurance, an 'outsider' leader, board chemistry, being a CEO ... and 'statistical implausibility' in the executive ranks.
- How directors can mentor potential CEOs: putting substantive mentoring into practice is not easy, nor is it a short-term ad hoc solution. it requires commitment from the board, buy-in and support from the CEO, and careful pairing of board members with rising stars.
- Directors Roster: a quarterly record of new director appointments.
- An area of opportunity for IPO boards.
- A look at those making their way to the boardroom.
- Interest is high, but founders have their concerns.
- In search of a compensation committee chair.
- What makes for a good finance committee member?
- Directors: be 'in the room'.