http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/ The strategic role of the senior executive Fri, 09 Jan 2009 23:05:31 +0000 http://wordpress.org/?v=2.7 hourly 1 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/comment-page-1/#comment-3063 The principal purpose of the manager | Managing Leadership Wed, 13 Feb 2008 10:49:10 +0000 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/#comment-3063 [...] But if you have a board of professional directors that says to hired management: "This is who we are (corporate identity), this is what we do (business model), this is what we want you to do (strategic aim), and this is how we will measure your doing of it (strategic plan)," then you have the base upon which accountability can be built. [...] [...] But if you have a board of professional directors that says to hired management: “This is who we are (corporate identity), this is what we do (business model), this is what we want you to do (strategic aim), and this is how we will measure your doing of it (strategic plan),” then you have the base upon which accountability can be built. [...]

]]> http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/comment-page-1/#comment-3058 The agency problem and the role of managers in corporate governance | Managing Leadership Mon, 11 Feb 2008 13:56:03 +0000 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/#comment-3058 [...] For our present purposes however, having briefly recast parts of the discussion in terms of the agency problem, let’s now assume that all of that has been rectified. We will stipulate that we have owners and professional directors in sufficient and appropriate communication, and in control of the destiny of their firms and of the managers they have contracted to manage them. [...] [...] For our present purposes however, having briefly recast parts of the discussion in terms of the agency problem, let’s now assume that all of that has been rectified. We will stipulate that we have owners and professional directors in sufficient and appropriate communication, and in control of the destiny of their firms and of the managers they have contracted to manage them. [...]

]]> http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/comment-page-1/#comment-3056 Corporate governance must be grounded in ownership despite the difficulties | Managing Leadership Mon, 11 Feb 2008 11:20:51 +0000 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/#comment-3056 [...] Perhaps the best way to do that, as suggested earlier, is to establish a new vocation of professional directors - a career path separate from management, with its own professional education and training system. As a core part of their duties, such directors can find ways to screen out accidental owners (such as day-traders) and incidental owners (such as shareholders of exchange-traded funds) to discover those who truly have specific interest and intent in the owned company, and to find a way to discern what that is. They can then translate that into strategy and policy for execution by management. [...] [...] Perhaps the best way to do that, as suggested earlier, is to establish a new vocation of professional directors - a career path separate from management, with its own professional education and training system. As a core part of their duties, such directors can find ways to screen out accidental owners (such as day-traders) and incidental owners (such as shareholders of exchange-traded funds) to discover those who truly have specific interest and intent in the owned company, and to find a way to discern what that is. They can then translate that into strategy and policy for execution by management. [...]

]]> http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/comment-page-1/#comment-2984 The difficulting of identifying owners of publicly held companies | Managing Leadership Tue, 05 Feb 2008 07:52:27 +0000 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/#comment-2984 [...] Today’s tip: While there are strong arguments for developing the role of a director into a professional avocation separate from management, the fact that today directors are, mostly, managers has interesting implications for the CEO succession issue. Please see this enlightening WSJ piece on the topic. [...] [...] Today’s tip: While there are strong arguments for developing the role of a director into a professional avocation separate from management, the fact that today directors are, mostly, managers has interesting implications for the CEO succession issue. Please see this enlightening WSJ piece on the topic. [...]

]]> http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/comment-page-1/#comment-2958 ProxyMatters.com » Blog Archive » Professional directors… their time has come Fri, 01 Feb 2008 17:12:59 +0000 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/#comment-2958 [...] Two great posts written yesterday and today by management guru Jim Stroup. [...] [...] Two great posts written yesterday and today by management guru Jim Stroup. [...]

]]> http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/comment-page-1/#comment-2956 Professional boards of directors and CEO advisory boards | Managing Leadership Fri, 01 Feb 2008 07:29:05 +0000 http://managingleadership.com/blog/2008/01/31/guess-whos-coming-to-the-board-meeting/#comment-2956 [...] So, that leaves us with the proposal, referred to yesterday, that we develop and promote a new vocation, that of the professional director. Certainly this will not solve all of our corporate governance problems, but it will clearly remove the most troublesome one: the presence in - or more accurately, the operation of - an institution intended to protect and further the interests of one party in the corporate structure from the potential for negligence and depredation by another, by members (or supporters) of that other party. [...] [...] So, that leaves us with the proposal, referred to yesterday, that we develop and promote a new vocation, that of the professional director. Certainly this will not solve all of our corporate governance problems, but it will clearly remove the most troublesome one: the presence in - or more accurately, the operation of - an institution intended to protect and further the interests of one party in the corporate structure from the potential for negligence and depredation by another, by members (or supporters) of that other party. [...]

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