1. Articles in category: BoardBlogs

    2593-2616 of 2619 « 1 2 ... 106 107 108 109 110 »
    1. Damage Control – Here’s hoping you’ll never need it (Part Two) By: Jim Farrell

      Damage Control – Here’s hoping you’ll never need it (Part Two) By: Jim Farrell

      My last blog addressed damage control – what happens when your board, or your company, encounters some negative publicity. Suppose, for example, that as chairman of a highly visible Board of Directors you are presented with the unfortunate news that your bookkeeper has embezzled more than $100,000 in funds and the newspapers have gotten hold of the story. What do you do? Whether you work with a PR firm or handle these situations on your own, the first step is to be prepared to deal with this kind of attention if it happens, and to have a plan.

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      Mentions: Shareholders
    2. Groupon’s Board Can’t Get Out of its Own Way By: Mark Rogers

      Tough economic conditions, as well as growing competition from sites such as Living Social and Fab have significantly contributed to Groupon’s downfall.  But the economy and competition are only a part of the story.  Groupon’s board of directors has also played a substantial role in contributing to the decline in investor confidence in the company – highlighted by a recent report that Groupon board members have invested in a competitor to the site. 

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      Mentions: Shareholders
    3. Knight Capital Will Test Whether Board Additions Mean Improved Governance By: Mark Rogers

      Knight Capital Will Test Whether Board Additions Mean Improved Governance By: Mark Rogers

      Knight isn’t just any brokerage firm. It is the largest trader of U.S. shares by volume, a fact that makes their blunder on August 1 all that more surprising. It started with a software glitch that left the brokerage firm with a $440 million loss. Many, including its own executives, questioned whether the company would survive. However, thanks to an injection of capital from outside firms, Knight has lived to fight another day. Now those firms have appointed their own representatives to Knight’s Board of Directors. The three new directors face the unenviable position of ensuring that ...

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      Mentions: Shareholders
    4. The 70:20:10 Rule of Board Learning By: Debra Beck

      The 70:20:10 Rule of Board Learning By: Debra Beck

      The faulty assumption is that boards can only learn if (a) they are called together for a formal training event and (b) that experience is led by an all-knowing instructor who will pour all of the "right" answers into their heads. When that is accomplished, poof. Our boards will miraculously get their act together, achieve some governance perfection, and stop holding us back. It may sound good in theory, but there's just one problem: not only is it not how most adults actually learn, it's not even the way they learn best. But in assuming that training events ...

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    5. Attire Does Make the Board Member By: Mark Rogers

      Attire Does Make the Board Member By: Mark Rogers

       As a member of a board of directors, you are there to represent the interests of the organization’s stakeholders, be it the shareholders in a public or private company, or the public at large in a non-profit charity. So what is the appropriate attire at a board of directors meeting? The important thing to understand is that the attire a board member wears to a board of directors meeting should reflect their approach to the seriousness of their commitment to the organization and its stakeholders.

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      Mentions: Shareholders
    6. Responsibilities of a Nonprofit Board By: Maria Peeler

      Responsibilities of a Nonprofit Board By: Maria Peeler

      So you’ve been asked to serve on a nonprofit board.  What an honor! But what does being part of it mean?  If it’s your first board assignment, you may not know what to expect.  Fortunately, there are responsibilities that are basic to every nonprofit board. Knowing those responsibilities will help you determine your individual contribution to the collective effort and ensure that your board term is successful, fulfilling, and beneficial to the mission of the organization. 

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    7. Business Development in the Boardroom By: Mark Rogers

      Business Development in the Boardroom By: Mark Rogers

       In some circles, business development in the boardroom is frowned upon as the type of activity that can lead to conflicts of interest, and potentially unwanted front page headlines.  I, however, believe that there is nothing wrong with business development in the boardroom —- as long as it is done the right way, and in a manner which does not interfere with one’s fiduciary duties to the organization.

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      Mentions: Fiduciary Duties
    8. Are You Ready for an Advisory Board? Twelve Questions to Help You Decide By: Susan Hammond

      Are You Ready for an Advisory Board? Twelve Questions to Help You Decide By: Susan Hammond

      In my previous post I discussed the benefits of establishing an advisory board. As an advisory board consultant and facilitator I see companies and CEOs all the time that would benefit from having an advisory board.  If you’re still not sure an advisory board is right for you or your company, take the Advisory Board Rediness Challenge a twelve question survey detailed here to help you decide. 

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    9. Great Advice for Board Candidates (and Boards) By: Mark Rogers

      Great Advice for Board Candidates (and Boards) By: Mark Rogers

      Sometimes we are not fortunate enough to realize great advice until it is too late.  Several months ago I met a seasoned board member (of public, private and non-profit boards) and we had a long discussion about board of directors’ qualifications.  He provided me with a piece of advice that I’m sure many corporate board members wish they had before joining their board. 

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      Mentions: Shareholders
    10. The 70:20:10 Rule of Board Learning by Debra Beck

      The 70:20:10 Rule of Board Learning by Debra Beck

      One of the persistent - and frustrating - refrains of many conversations about nonprofit board development centers on the notion that, if we want more effective outcomes from our governing bodies, we must plop them down in a room with an expert for training. Yet if we expand our understanding of how adults learn, we open new opportunities to engage boards in meaningful learning that changes their practice. One of the more useful ideas emerging from that knowledge base is the 70:20:10 framework of learning, which draws on research about the role of informal adult learning.

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    11. A New Year's Resolution for Boards By Mark Rogers

      A New Year's Resolution for Boards By Mark Rogers

       This past year we saw the continuing trend of corporate governance scandals—-from the international market (e.g., Olympus), national (e.g., MF Global), and locally (e.g. Chelsea Housing Authority in Massachusetts). Although each such instance has its own particular facts and circumstances, there is a common thread that often runs through these scandals— a Board of Directors that for one reason or another, fails to take appropriate action. Unfortunately, we can expect 2012 to have their own list of corporate governance scandals. I would like to begin the new year by challenging all board members, regardless of the ...

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    2593-2616 of 2619 « 1 2 ... 106 107 108 109 110 »
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