HOW TO OPTIMIZE YOUR BOARD OF DIRECTORS: a speech given to the Association for Association Executives by boardoptions.com. 際際滷s feature "Aligning the Stars on Your Board."
This document outlines steps for creating a great board of directors. It discusses challenges boards face in adding value rather than just oversight. To be effective, boards must constitute a resource through directors' expertise and advice. They should engage as a high-performance team balancing involvement and control. The first step is a diagnostic to identify problems preventing board effectiveness through confidential interviews. The goal is building consensus on issues and commitment to solutions.
PSYCHOLOGY TODAY: PE Partners and PE Portfolio Company CEOsLarry Stybel
油
More than 50% of PE Dominated Boards replace portfolio company CEOs are replaced in two years or less. This article suggest ways PE Partners can improve the odds and reduce time waste.
Developing Board Options in Your CareerLarry Stybel
油
These are slides for a program presented to alumni of Harvard Business School. The topic is how to develop a Board Options program for your career: how to create a Board Resume, distribution channels, compensation, risk management. Board Options is a 1:1 coaching program offered by boardoptions.com. Companies use it as part of CEO succession planning. Give high potentials an opportunity to develop enterprise-wide perspective and Board skills prior to taking over as CEO; give senior executives options to have something to retire "to" rather than to retire "from."
The document discusses managing relationships with enemies and adversaries. It explains that enemies are those with unconditional relationships while adversaries have conditional relationships. It cautions against trying to turn enemies into friends or allowing others to turn you into symbols. The document advises differentiating between enemies and adversaries, and cultivating allies while managing adversaries to avoid making them enemies.
The document summarizes the "Inside Leadership" program, which features interviews with successful leaders who have overcome challenges. The program aims to introduce young people to realistic role models and promote middle class values. Guest leaders discuss their life stories and answer students' questions. Interviews are recorded and distributed online to inspire others.
Improving Leadership by Proper Diagnosis of Workplace Relationships: your gui...Larry Stybel
油
The Knowledge Worker Paradox refers to bright people who are trained to be precise about diagnosing factors within their areas of technical expertise yet intellectually sloppy about diagnosing work place relationships. This can be a problem when work can only be accomplished with and through others!
We provide a model for diagnosing relationships at work.
We focus on the management of chum relationships in the real and virtual worlds.
This is a speech given to the members of the Financial Executives International in Boston.
Basic Food Handling Training Power Point Presentationbadalkumar
油
This document provides an overview of basic food handling and safety training. It discusses foodborne illness and contamination, important food safety terms like hygiene and sanitation, the three types of bacteria, temperature dangers zones for bacterial growth, sources of contamination, and methods for preventing contamination and food poisoning such as proper food storage, cleaning, pest control, and food preservation techniques. It also outlines premises and equipment requirements and cleaning procedures to ensure food safety.
Account receivable and Inventory Management lecture 11,12,13ASAD ALI
油
The document discusses current asset management of accounts receivable and inventory. It provides an overview of accounts receivable management including establishing credit policies, credit terms, and collection policies. It explains why firms accumulate accounts receivable and inventory and defines key terms. The document also discusses finding the optimal level of accounts receivable and inventory using methods like the economic order quantity model. It analyzes the benefits and costs of different inventory and accounts receivable levels.
The idea that money available at the present time is worth more than the same amount in the future due to its potential earning capacity. This core principle of finance holds that, provided money can earn interest, any amount of money is worth more the sooner it is received.
Collecting Primary Data Using Semi StructuredASAD ALI
油
This document discusses different types of interviews used in research: semi-structured interviews, in-depth interviews, and group interviews. It explains that semi-structured interviews involve a list of themes and questions that can vary, while in-depth interviews explore a topic in an open-ended way without predetermined questions. Group interviews involve asking questions to and facilitating discussion among multiple participants. The document also outlines how different types of interviews are suited for exploratory, descriptive, and explanatory research purposes.
A protection against the loss of income that would result if the insured passed away. The named beneficiary receives the proceeds and is thereby safeguarded from the financial impact of the death of the insured.
The document discusses best practices for board evaluation and CEO evaluation. It provides information on what constitutes a high-performing board, including having the right composition, engaging directors that make meaningful contributions, using board time effectively, and having strong board processes, leadership, and dynamics. The document also discusses effective methodologies for conducting board evaluations, including surveys, interviews, and focus groups. It emphasizes the importance of analyzing the evaluation feedback, discussing results as a board, and creating an action plan to address areas for improvement. Common areas for improvement that often arise include CEO succession planning and increasing board engagement in strategy. The document also covers evaluating individual director performance.
The document discusses how to create effective teams. It outlines several key characteristics of effective teams, including shared leadership, mutual accountability, and commitment to common goals. It also discusses different team formation stages like forming, storming, norming and performing. The document provides tips for team leaders, such as facilitating communication, addressing issues directly, and focusing on continual learning and improvement through retrospectives.
The document discusses strategies for improving board effectiveness in the 21st century. It provides evaluation tools for boards to assess their performance, including areas like strategy, CEO oversight, and focus on substantive issues. Boards are encouraged to identify development areas and replace retiring members with new directors who provide strategic skills needed for the future. The goal is to create high-performing boards that serve as a competitive advantage through strong governance and collaboration with management.
The board of directors is generally described in terms of its prominent structural attributes, including size, composition, and independence.
This Quick Guide examines the importance of these and whether they contribute to board effectiveness and shareholder value.
It answers the questions:
What is the composition of a typical board?
Which factors improve governance quality?
Which factors do not?
Can a boards quality be determined by its structure?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
The document discusses effective committees and provides best practices for developing successful committees. It defines what a committee is and their role in assisting the board. Key elements for effective committees include establishing clear charters and member roles and responsibilities, providing orientation for new members, recognizing member contributions, and involving members in planning. Regular communication, adherence to agendas, and surveys to collect feedback can also help ensure committee success. Reasons a committee may falter include unclear purpose and roles, lack of focus in discussions, and declining participation.
CUES board committees November 2016 (1)Jennie Boden
油
1. Board committees can provide real benefits to credit unions if established, charged, and composed effectively, but often lack clear purpose and value.
2. Effective committees are tasked by the board to examine key issues in advance of meetings, focus on delegated projects, distribute work equitably, and build trust between the board and management.
3. When reviewing committee structure, boards should only establish standing committees for sustained, permanent work and otherwise use ad-hoc committees and task forces for temporary projects. Committees should do the work of the board, not management.
This document discusses different structures that developmental disability councils use to conduct business, such as committee structures and the use of workgroups. It provides an overview of the types of committees most councils currently use, which are mostly operational rather than focused on policy issues. The document poses questions for councils to consider about how they structure committees and workgroups, including their purpose, how staff support is provided, and how to maximize member effectiveness and involvement. It recommends councils take an intentional look at their structures and roles to ensure they are appropriately aligned with the council's mission and goals.
Whether corporate governance is a burden meant to report compliance on companies performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, Boards that Deliver, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
The document discusses topics related to team effectiveness including task and maintenance roles, leadership models, team profiles, norms, and groupthink. It provides definitions of teams and explores factors that influence individual and team performance. Some key aspects of effective teams mentioned are clearly understood goals, open communication, shared decision making, and problem solving as a group.
Leadership Obstacle Course - Big D talk 2016Tracey Kelly
油
The document discusses common obstacles faced by UX leaders and potential solutions. It identifies the top challenges as: designing versus leading designers, multi-tasking/task-switching, advocating the value of UX, balancing a system view with a feature view, recruiting and retaining talent, and defending UX processes when under pressure to cut costs or timelines. Suggested solutions include coaching teams instead of taking over work, bundling similar tasks, running advocacy campaigns, scheduling reflection periods, educating recruiters, and using analytics to demonstrate UX's impact on outcomes. The document provides contacts and references for further information.
Presentation For 2012 Iabc Leadership Institute (Bp Final, 2 21 12)spindocbp
油
This document provides guidance for IABC chapter leaders on navigating their roles as president-elect, president, and past-president over a three year period. It emphasizes the importance of preparation, leadership, reflection, and transitioning responsibilities. As president-elect, leaders are advised to assess their skills, evaluate the board, and prepare goals. As president, they should conduct planning retreats, set expectations, handle conflicts, recognize accomplishments, and conduct transition reports. As past-president, the role shifts to mentoring and advising future leaders while continuing to support the chapter. Proper preparation and transition between these roles is key to having a successful experience while maintaining a work-life balance.
Common Good Vermont hosts a 75 minute panel with Jim LeFevre of LeFevre Associates to discuss the main functions of the modern board and strategies for successful governance. Jim will present a full day workshop on the subject with Marlboro Graduate School on 3/18/11
Webinar 際際滷s: Harness the Power of Your Team with Belbin - July 25, 20163CirclePartners
油
Harness the Power of Your Team with Belbin Team Roles
The Belbin Team Role model describes different sets of skills that help people and groups succeed. Getting a report on their Team Role strengths and weaknesses helps people understand how to increase their personal effectiveness when working alone or with groups of any size.
This webinar is designed for those new to the Belbin methodology. Max Isaac will provide a brief history and overview of the Team Role model, walk through a sample Belbin report, and provide examples of how people have used the reports to maximize their collaborative skills and achieve their professional goals.
belbin.improvingteams.com
Basic Food Handling Training Power Point Presentationbadalkumar
油
This document provides an overview of basic food handling and safety training. It discusses foodborne illness and contamination, important food safety terms like hygiene and sanitation, the three types of bacteria, temperature dangers zones for bacterial growth, sources of contamination, and methods for preventing contamination and food poisoning such as proper food storage, cleaning, pest control, and food preservation techniques. It also outlines premises and equipment requirements and cleaning procedures to ensure food safety.
Account receivable and Inventory Management lecture 11,12,13ASAD ALI
油
The document discusses current asset management of accounts receivable and inventory. It provides an overview of accounts receivable management including establishing credit policies, credit terms, and collection policies. It explains why firms accumulate accounts receivable and inventory and defines key terms. The document also discusses finding the optimal level of accounts receivable and inventory using methods like the economic order quantity model. It analyzes the benefits and costs of different inventory and accounts receivable levels.
The idea that money available at the present time is worth more than the same amount in the future due to its potential earning capacity. This core principle of finance holds that, provided money can earn interest, any amount of money is worth more the sooner it is received.
Collecting Primary Data Using Semi StructuredASAD ALI
油
This document discusses different types of interviews used in research: semi-structured interviews, in-depth interviews, and group interviews. It explains that semi-structured interviews involve a list of themes and questions that can vary, while in-depth interviews explore a topic in an open-ended way without predetermined questions. Group interviews involve asking questions to and facilitating discussion among multiple participants. The document also outlines how different types of interviews are suited for exploratory, descriptive, and explanatory research purposes.
A protection against the loss of income that would result if the insured passed away. The named beneficiary receives the proceeds and is thereby safeguarded from the financial impact of the death of the insured.
The document discusses best practices for board evaluation and CEO evaluation. It provides information on what constitutes a high-performing board, including having the right composition, engaging directors that make meaningful contributions, using board time effectively, and having strong board processes, leadership, and dynamics. The document also discusses effective methodologies for conducting board evaluations, including surveys, interviews, and focus groups. It emphasizes the importance of analyzing the evaluation feedback, discussing results as a board, and creating an action plan to address areas for improvement. Common areas for improvement that often arise include CEO succession planning and increasing board engagement in strategy. The document also covers evaluating individual director performance.
The document discusses how to create effective teams. It outlines several key characteristics of effective teams, including shared leadership, mutual accountability, and commitment to common goals. It also discusses different team formation stages like forming, storming, norming and performing. The document provides tips for team leaders, such as facilitating communication, addressing issues directly, and focusing on continual learning and improvement through retrospectives.
The document discusses strategies for improving board effectiveness in the 21st century. It provides evaluation tools for boards to assess their performance, including areas like strategy, CEO oversight, and focus on substantive issues. Boards are encouraged to identify development areas and replace retiring members with new directors who provide strategic skills needed for the future. The goal is to create high-performing boards that serve as a competitive advantage through strong governance and collaboration with management.
The board of directors is generally described in terms of its prominent structural attributes, including size, composition, and independence.
This Quick Guide examines the importance of these and whether they contribute to board effectiveness and shareholder value.
It answers the questions:
What is the composition of a typical board?
Which factors improve governance quality?
Which factors do not?
Can a boards quality be determined by its structure?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
The document discusses effective committees and provides best practices for developing successful committees. It defines what a committee is and their role in assisting the board. Key elements for effective committees include establishing clear charters and member roles and responsibilities, providing orientation for new members, recognizing member contributions, and involving members in planning. Regular communication, adherence to agendas, and surveys to collect feedback can also help ensure committee success. Reasons a committee may falter include unclear purpose and roles, lack of focus in discussions, and declining participation.
CUES board committees November 2016 (1)Jennie Boden
油
1. Board committees can provide real benefits to credit unions if established, charged, and composed effectively, but often lack clear purpose and value.
2. Effective committees are tasked by the board to examine key issues in advance of meetings, focus on delegated projects, distribute work equitably, and build trust between the board and management.
3. When reviewing committee structure, boards should only establish standing committees for sustained, permanent work and otherwise use ad-hoc committees and task forces for temporary projects. Committees should do the work of the board, not management.
This document discusses different structures that developmental disability councils use to conduct business, such as committee structures and the use of workgroups. It provides an overview of the types of committees most councils currently use, which are mostly operational rather than focused on policy issues. The document poses questions for councils to consider about how they structure committees and workgroups, including their purpose, how staff support is provided, and how to maximize member effectiveness and involvement. It recommends councils take an intentional look at their structures and roles to ensure they are appropriately aligned with the council's mission and goals.
Whether corporate governance is a burden meant to report compliance on companies performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, Boards that Deliver, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
The document discusses topics related to team effectiveness including task and maintenance roles, leadership models, team profiles, norms, and groupthink. It provides definitions of teams and explores factors that influence individual and team performance. Some key aspects of effective teams mentioned are clearly understood goals, open communication, shared decision making, and problem solving as a group.
Leadership Obstacle Course - Big D talk 2016Tracey Kelly
油
The document discusses common obstacles faced by UX leaders and potential solutions. It identifies the top challenges as: designing versus leading designers, multi-tasking/task-switching, advocating the value of UX, balancing a system view with a feature view, recruiting and retaining talent, and defending UX processes when under pressure to cut costs or timelines. Suggested solutions include coaching teams instead of taking over work, bundling similar tasks, running advocacy campaigns, scheduling reflection periods, educating recruiters, and using analytics to demonstrate UX's impact on outcomes. The document provides contacts and references for further information.
Presentation For 2012 Iabc Leadership Institute (Bp Final, 2 21 12)spindocbp
油
This document provides guidance for IABC chapter leaders on navigating their roles as president-elect, president, and past-president over a three year period. It emphasizes the importance of preparation, leadership, reflection, and transitioning responsibilities. As president-elect, leaders are advised to assess their skills, evaluate the board, and prepare goals. As president, they should conduct planning retreats, set expectations, handle conflicts, recognize accomplishments, and conduct transition reports. As past-president, the role shifts to mentoring and advising future leaders while continuing to support the chapter. Proper preparation and transition between these roles is key to having a successful experience while maintaining a work-life balance.
Common Good Vermont hosts a 75 minute panel with Jim LeFevre of LeFevre Associates to discuss the main functions of the modern board and strategies for successful governance. Jim will present a full day workshop on the subject with Marlboro Graduate School on 3/18/11
Webinar 際際滷s: Harness the Power of Your Team with Belbin - July 25, 20163CirclePartners
油
Harness the Power of Your Team with Belbin Team Roles
The Belbin Team Role model describes different sets of skills that help people and groups succeed. Getting a report on their Team Role strengths and weaknesses helps people understand how to increase their personal effectiveness when working alone or with groups of any size.
This webinar is designed for those new to the Belbin methodology. Max Isaac will provide a brief history and overview of the Team Role model, walk through a sample Belbin report, and provide examples of how people have used the reports to maximize their collaborative skills and achieve their professional goals.
belbin.improvingteams.com
This document provides information about Belbin Team Roles, including descriptions of each role and their typical strengths and weaknesses. It then provides details from a Belbin Team Role report for an individual named Fraser Calderwood, including graphs of his highest and lowest scoring roles based on a self-assessment. The report suggests that Fraser sees himself as having strengths in Coordinator and Shaper roles but also notes that he may lack organization skills and could alienate others with his drive. It provides advice on how Fraser could maximize his potential and play to his strengths in each role.
This document discusses effective team building and leadership. It begins by outlining the learning outcomes, which are to increase awareness of team issues, generate strategies to address team problems, and develop a model for building effective teams. It then defines what a team is and discusses adult learning principles. Some benefits of effective teams are listed as being more democratic, consultative, flexible, able to develop synergy and empowerment. Stages of team development and performance models are outlined. Key behaviors and actions for effective leadership are provided. A self-assessment tool is included to measure how well values and leadership are shared. Influencing factors for team leadership are listed. The Belbin team roles test is referenced. The document concludes with reviewing team processes
This document provides guidance on securing board seats. It discusses developing credentials through organizations like NACD and ACCD. Having governance certification and experience listed in proxy statements can strengthen applications. Cover letters, bios, resumes, and LinkedIn profiles should emphasize one's value proposition and fit for a board. Networking widely and getting quality referrals increases odds of opportunities. Thorough preparation and having answers to common interview questions also helps one stand out. Ultimately, fit is as important as credentials for landing a board seat.
The document discusses corporate governance best practices for boards. It covers the structure of boards, including the roles of the chairman, CEO, and non-executive directors. It also discusses the importance of board independence, committees, performance evaluation, behaviors, and managing conflicts of interest. The role of the regulator is to ensure boards follow modern governance standards to reduce risks of failure.
2. RULES OF THE ROAD Feel free to interrupt and express disagreement.Feel free to discuss how this conversation relates to your job. You do not need to name names.
3. OVERVIEWDo boards really make a positive impactreview of the research.Framework for optimizationFramework for Board StructureFramework for aligning stars on the Board.Time to discuss
5. DO BOARDS MAKE A DIFFERENCE?Adding Outside Perspective (Board Diversity??) Improves Shareholder Value in Absolute and Relative Terms: the British Experience:http://boardoptions.com/boardcompositionandroi.pdf
6. DO BOARDS MAKE A DIFFERENCE?The Board is Part of an Effective Checks and Balances Decision Making System:http://boardoptions.com/headline_070205.htm
7. DO BOARDS MAKE A DIFFERENCE?University of Leeds Study on the Impact of Outsiders on Shareholder Valuehttp://www.boardoptions.com/outsidedirector.pdf
8. DO BOARDS MAKE A DIFFERENCE?Impact of Good Governance on Nonprofit Financial Performance:http://nvs.sagepub.com/cgi/content/abstract/21/3/227
10. SIX QUESTIONS TO ASK EACH YEARWhat percentage of time at each board meeting is spent talking about the past (staff reports, financial reports, etc.)?What percentage of time is spent talking about the impact the organization will make in the future.What is the ratio of time spent on audit/oversight versus advise/counsel/making it happen?
11. SIX QUESTIONS TO ASK EACH YEARWhat percentage of time should be spent talking about the past?What percentage of time should be spent talking about the future?What should be the ratio of time spent on audit/oversight versus advise/counsel/making it happen?
12. REVIEW THE BOARD AGENDA FOR THE LAST FOUR MEETINGS.On a percentage of time basis: how closely does the actual agenda conform to the Boards perceptions? How closely does it conform to the Boards desired way to spend time?
13. 20 MINUTES A YEAR..What are we doing as a Board to advance the mission?Set ourselves up to be role models for continuous process improvement.
16. BOARD STRUCTUREWe all get so focused on the weeds in our eyes we forget why we entered the swamp!Chairman begins each meeting by summarizing the mission.Chairman frames disputes within the Board by asking participants to relate their positions to the missionChairman should be the Mission Maven.
18. RECRUITING BOARD TALENTIs the Nominating Committee thinking like recruiters or like college admissions officers?
19. Is there a Balanced BoardTask Focus: homogeneous is best.Problem Focus: diversity is best.
20. BALANCED PERSPECTIVES?Increasing Value versus Minimization of Risk?L. Stybel & M. Peabody. Leading Simply Without Being Simplistic. MIT SLOAN MANAGEMENT REVIEW (in progress). Email lstybel@boardoptions.com for a draft copy.
21. ARE THE STARS ALIGNED?SUPER STARS 1 OR 2 AND YOU HAVE ANCHOR TENANTS .STARSSOLID CITIZENS NEEDED TO DO THE ACTUAL WORK.SETTING STARS---MIGHT WORK ON NOMINATING COMMITTEE AND BE TASKED TO CULTIVATE RISING STARS. RISING STARS1:1 MEETINGS; YOU ARE SPECIAL; YOU WANT TO WORK WITH OUR SUPERSTARS.
22. SPECIAL CASE OF SHOOTING STARSTenacious Board members can be a positive force when it is working for you.And a burden when it is working against you.
23. SHOOTING STARSGet in their cross hairs and you will find out why they are shooters.
24. REFERENCE QUESTIONOn a scale of 1-9 how would you describe this persons tenacity:1=Flexible 2=3=4=5=6=7=8=9= Tenacious油
25. Beware of 7,8,9s! Get two+ of these Shooting Stars on a Board and you can have a time wasting Wall of Negativity. 7,8,9s can be great in a task focused Board with homogeneous values.In turbulent environments, you would like people who are 1-3.In a problem solving Board, you would like people who are 1-5.
27. SUMMARYGood Boards Make a Difference.油Consider Asking Six Questions to get a mid-course evaluation. 20 minutes a year.Look at Board Structure.Think like a college admissions officerAlign the stars of your Board: Super Stars, Stars, Setting Stars, Rising Stars, Shooting Stars.Reference question to identify Shooting Stars.Role of Setting Stars to focus on identification/cultivation of Rising Stars.Prompt Chair to be the Mission Maven.