Directors & Boards

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Articles in Spring, 2007 issue of Directors & Boards

• The times, they are a changin'
  by Robert H. Rock
• Hit with the lucky stick
  by James Kristie
• From the outside looking in: checklist-ism won't tell you what you might really need to know about a board
  by Hoffer Kaback
• When the accounting goes funny: pardon the rant—but I don't like how some people are adding up the numbers
  by Gary Sutton
• D & O insurance and indemnification: both are critical to a comprehensive director and officer liability protection program
  by Stephen J. Weiss
• The core function: guidance or compliance? The former is important, but the latter is crucial. Who else but the board would do it?
  by Doug Raymond
• Where is HR in the boardroom? Too often MIA during board deliberation on succession and leadership development
  by Michael W. Howe
• Rethinking NIFO: "noses in, fingers out" may be an indefensible standard for board behavior in the post-Enron era
  by Mark W. Sickles
• Quality listening in the boardroom: are you guilty of tuning out or turning off someone who is speaking to you?
  by Myles Martel
• 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
  by Jeff Benedict
• 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
  by Trevor S. Norwitz
• The next committee in the spotlight: why the focus will be on nominating/corporate governance committees in 2007
  by Richard Koppes
• 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.'
  by Seymour Burchman
• 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
  by Scott N. Olsen
• Two top leaders talk succession: we asked them for lessons learned and key factors in making executive transitions successful
  by Randall S. Cheloha
• Director pay in emerging firms: a snapshot of board compensation appropriately tailored to the organization's stage of development, industry, and size
  by Joseph R. Rich
• 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
  by Pascal Levensohn
• 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
  by Susan Stautberg
• 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.'
  by Dale E. Jones
• 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.'
  by James A. Baker, III