Just like a football team lays out its strategy for a game, you need to have a total picture of who needs to be around the board table. In my previous post, “Critical Guidelines for A Strategic Approach to Board Composition (Part 1 of 2),” I addressed the reasons behind this and some considerations to […]
Critical Guidelines for A Strategic Approach to Board Composition (Part 1 of 2)
According to Deloitte and Touche’s Board Refreshment: Addressing Shareholder Concerns: “In the 2015 proxy season, directors will very likely hear institutional investors and activist shareholders voice concerns about—or call for—board refreshment. To arm yourself to respond, it is useful to assess your board’s composition, understand how that composition relates to the organization’s strategies, and have […]
Board Composition: Only as Strong as the Weakest Link
“One of the clearest examples of a governance trend is the focus on board composition and performance. Effective oversight of public companies requires boards to collectively possess the skills to exercise their fiduciary responsibilities. And board composition is under pressure to evolve to meet new business challenges and stakeholder expectations. Today’s directors are more focused […]
CEO / Chair Synergy: 16 Essential Tips
As I shared in my last post, “CEO /Chair Synergy: The Four Pillars of a Solid Foundation,” when the CEO-Chair relationship is strong, it contributes to a positive board climate and dynamics, setting the organization up for greater success. Here are my 16 tips for these two important leaders that will support their synergy: For […]
CEO / Chair Synergy: The Four Pillars of a Solid Foundation
Both the Chair of a board and the CEO of an organization have great leadership responsibilities. As I shared in my blog “Be a Great Board Chair in 10 Steps,” it is important for all board members to be clear about their respective roles, notably the CEO and the Chair, and for these two […]




