By U. Lindgren
In line with targeted entry interviews with best chairmen and senior executives, All Above Board examines the major features of the correct twenty first century board, how and why badly led forums fail, and what alterations should be made to enhance board habit and potency for most sensible perform.
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Additional info for All Above Board: Creating The Ideal Corporate Board
There are several factors that tend to come up during the duration of the Tandem relationship. Here are some of the more important: 1. Formingt heT andem • When searching for the two leaders to be selected for the top positions, the board must start with these 31 32 All Above Board questions: What kind of leaders does this corporation need? What are the key strategic challenges facing the business going forward? What leadership skills are required to create the value inherent in the business? Are we in for growth/restructuring?
Lessons to be learned Reality case: ‘A Morning in the Boardroom’ • Important and relevant material must be documented and distributed well in advance of the meeting. • Only items pre-announced to the Chairman must be brought up during the board meeting session. • Individual board members cannot be allowed to use the board for his/her agenda. • Presentations by executive management must be focused andd ecision-oriented. • Start the board meeting with ‘Other Items’ (at least to try ito ut). 17 CHAPTER 3 Enhancing the chairman’s value Although all corporations have a board, they can differ in structure and legal role according to their jurisdictions (two-tier structure, executives versus non-executives, union representation, and so on).
I always ask my chairman to come with me to major customer meetings; he knows the market space and is a respected captain of industry. With him and me together, we dramatically enhance our chances of achieving successful outcomes from such customer discussions and negotiations. I can count numerous such commercial successes that we could attribute to our teamwork,’ said one of the CEOs interviewed for this book. 3. Informations haring • The chairman and the CEO must have access to all relevant information.