On golf and a road not taken.(EDITOR'S NOTE)
I think I lost out on a job one time because I didn't play
golf. It was just as I was graduating from college in 1976. I was
interviewing for an entry-level communications position. It was with . . .
Company index.(DIRECTORS ROSTER)
Acorda Therapeutics Inc.
Albemarle Corp.
Alcoa Inc.
American Eagle Outfitters Inc.
American Express Co.
American Railcar Industries Inc.
American States Water Co.
American Technology . . .
How an advisory board drives innovation: Procter & Gamble
offers a strong example of how to create an advisory board, how to
man
HOW CAN A COMPANY continually innovate and create exciting new
ideas in today's competitive and constantly changing world?
The answer is deceptively simple: By asking for help.
Most individuals . . .
The right peer group for the right pay plan: guiding principles
for formulating a peer set that will withstand heightened scruti
MANY JOURNALISTS and compensation experts have written articles
that lament rapidly increasing executive pay over the past few years.
Some authors have cited faulty peer group development as one of . . .
Kim Clark: living a life of faith-based leadership; A visit with
the then Harvard Business School dean shows a path to success n
OVER THANKSGIVING IN 2004 I received a call from an old friend at
Warner Books, executive editor and vice president Rick Wolff. He invited
me to be on his Sunday radio talk show to promote my . . .
A brief brush with Enron: I remember thinking, 'I just
don't understand how this company works.'.(ENDNOTE)
ALMOST UNNOTICED in all the excitement when the White House changes
hands from one party to the other is the operation of an iron law of
politics: For each high-spirited newcomer, one weary . . .
Corporate crisis: the readiness is all; Does your board have the
competencies to meet the most common dangers? A board assessmen
COMPANY CRISES come in all shapes and sizes--defective products,
hostile takeovers, executive misconduct, natural disasters that threaten
operations, and many more. But from the point of view of . . .
Director pay in emerging firms: a snapshot of board compensation
appropriately tailored to the organization's stage of developme
FLEDGLING COMPANIES today must focus not only on obtaining the
financial backing and technical expertise necessary to get their
initiative off the ground, but also to put it on the right path from . . .
The next committee in the spotlight: why the focus will be on
nominating/corporate governance committees in 2007.(GOVERNANCE
COM
SINCE THE BEGINNING of the new era in corporate governance that
began with the passage of the Sarbanes-Oxley Act (SOX) in 2002, the
focus of governance activity has shifted among the various . . .
Rethinking NIFO: "noses in, fingers out" may be an
indefensible standard for board behavior in the post-Enron era.(GUEST
COLUMN)
PRE-ENRON, directors were respected for the job they were in. But
post-Enron, directors are only being respected for the job they're
doing. To earn this higher level of respect, many directors will . . .
What can we learn from private equity?(LETTER FROM THE
CHAIRMAN)
The value of mergers and acquisitions has soared, up almost 50
percent from last year's record amount. An increasing number of
these deals involve private equity (PE) firms.
Over the past five . . .
Directors Roster: a quarterly record of new director
appointments.
THE DIRECTORS & BOARDS Directors Roster--a quarterly record of
new director appointments--is compiled from public and private sources
by the editorial staff of DIRECTORS & BOARDS and is sponsored . . .
Getting it right, right from the start: many VC-backed boards
experience dysfunctional behavior and often lack self-help tools t
MORE INEXPERIENCED corporate directors join venture capital-backed
company (VCBC) boards than in any other industry. First-time
entrepreneurs who become founding CEOs frequently become . . .
CEO pay: a new way to judge the numbers; A dive into three
companies' pay and performance data provides a compelling guide for
c
HOW MUCH PAY is "just right" for a CEO? Compensation
committees struggle to answer this question, particularly at this time
of year, when proxy statements open to the world the . . .
Quality listening in the boardroom: are you guilty of tuning out
or turning off someone who is speaking to you?(AT YOUR BEST)
BASED ON A recent survey conducted by our firm, 80 percent of a
board member's meeting time is spent listening. Yet our research
also reveals that poor listening is the most serious and common . . .
The thin edge of the wedge: 'say on pay' prompts a
perusal of prerogatives and powers.(QUIDDITIES)
DIRECTORS & BOARDS readers likely have heard the catch-phrase
"say on pay" (referring to an advisory vote by shareholders on
executive comp).
In a blistering late February 2007 memorandum, Martin . . .
Director index.(DIRECTORS ROSTER)
Aldrin, Buzz, Neah Power Systems Inc.
Austen, William F., Tennant Co.
Batchelder, David H., Home Depot Inc.
Bechhofer, David, Goodman Global Inc.
Binderman, Gail, Sequa Corp.
Binkley, . . .
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
imperf
Building blocks of the GE juggernaut
From The Secret to GE's Success by William E. Rothschild,
copyright 2007 by The McGraw-Hill Companies Inc. Published by
McGraw-Hill . . .
Two top leaders talk succession: we asked them for lessons
learned and key factors in making executive transitions
successful.(S
IT USED TO BE that a board member might encounter a CEO succession
only once a decade or so. Today, that pace is accelerated by the aging
of the executive ranks. In addition, the current corporate . . .
The devaluation of the director: corporate America today is
facing a revolution, the end game of which is
management-by-referend
FOR MORE THAN A CENTURY, the corporation has been the engine
driving the American economy. By allowing investors of all sizes to
diversify their risk in limited-liability entities and pool . . .
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