Here is what we hear CEOs say behind the scenes. During their confidential conversations, they want to discuss how to address some of the following director and board behaviors.
Author Archive | Lana Furr and Richard Furr, Ph.D.
ou can realize the full potential your board has in order to become a competitive and strategic asset for the organization.
Creating real movement in the boardroom requires the board to see itself in a different light, own what it sees, set a course forward and hold itself accountable for executing that course.
The issue of raising the bar on the board is becoming increasingly critical to long-term success in an increasingly complex marketplace and environment of increased investor and governmental scrutiny.
What do you need to consider in forming your board in a way that gets the benefits you need from it without the nightmares?
While it is legitimate to hold the CEO accountable for the organization’s performance, the CEO is not the sole captain of the accountability boat. The CEO’s partner, the board of directors, stands at the wheel as well. When you look for the foundations of performance, take the elevator all the way to the top floor […]
This is the fifth article in an outstanding series intended to help the CEO think through the issues involved in developing a board to contribute meaningfully to the purpose, vision, strategy and development of the organization.
Attention to five key requirements for effective and efficient boards can make all the difference! The fourth article of an outstanding series.
This is the third article in a series to help the CEO think through the issues involved in developing a more effective board.
Your board’s effectiveness is a product of a clearly defined and fulfilled role.