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| Article Archive |
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Access more than 500-plus authoritative articles published by Directors & Boards For your convenience, the pop-up menu above provides
quick and easy access to 55 essential reference topics. New articles are
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Article reprints are $10 each. Click to add to shopping cartBoard Dynamics  When Anger Breaks Out in the Boardroom -- Think twice before you do any table pounding. Understand how people use anger in negotiations, and then follow these ‘rage’ rules. By Richard Salomon of Wolf, Block, Schorr and Solis-Cohen LLP.
First Quarter 2007 [2 page(s)] A Breach of Board Confidentiality -- The Hewlett-Packard saga? No. A case study from the nonprofit sector that has helpful lessons on taming the troublesome board member. By Katha Kissman of BoardSource.
First Quarter 2007 [3 page(s)] ’Tis the Season -- Reflections on social occasions and the changing environment in which one gets to know his or her fellow directors. By Directors and Boards Chairman Robert H. Rock.
First Quarter 2007 [1 page(s)] Of Partnership and Process -- Boards and management must be a mutually supportive team, and one that does not get bogged down in matters of process -- the great risk of SOX. By William R. Berkley.
Fourth Quarter 2005 [1 page(s)] On Bailing Out from a Board -- When the reasons to resign are compelling, just do it -- walk away. By Gary Sutton, Directors & Boards columnist.
Second Quarter 2005 [1 page(s)] Nine Ways to Handle a Boardroom Bully -- Forceful personalities on the board can steer an organization down a destructive path. Here is how to take on that ?bad boy? or ?bad girl.? By Toni Lynn Chinoy of Harlan-Evans Inc.
Second Quarter 2005 [2 page(s)] Handling Dissent in the Boardroom -- With greater shareholder say in director elections a looming prospect, a panel of experts at the Weinberg Center for Corporate Governance at the University of Delaware dissects the nature of boardroom dissent. Will there be more dissident directors? What will this mean for the culture of board collegiality? And, will boards need a new 'etiquette' for handling dissent.
Fall 2004 [9 page(s)] A Ringside Seat -- "I've got a weak board," said Lee Iacocca. "This company's a goddamn disaster." Board service as an education in business at its best and worst. By corporate director Joseph A. Califano Jr.
Summer 2004 [2 page(s)] Reginald Jones: "Protector, Supporter, Auditor" -- The renowned chairman of General Electric Co. was well-schooled, and schooled others well, in the ways of directorship. The Jones model of governance: "Things you can?t live with as a board member." An "In Memoriam" tribute.
Spring 2004 [3 page(s)] A CEO Looks at the Director's Role -- The chief executive officer should not try to be the board members' best friend ... and other key principles of productive CEO-board relations. By Harvey Golub, former chairman and CEO of American Express Co.
Winter 2004 [4 page(s)] The Joys of Directorship! -- Dark clouds of doom and gloom have been a perennial feature overhanging the directorship role. The author, a preeminent governance guru, advises that one should ignore the doomsayers and count the ways (10 in all) that board service can reward.
Fall 1986 [4 page(s)] The Leading of Leaders in the Boardroom -- To lead leaders requires distinctive competencies. Fortunately there is a proven process for doing so to enhance the quality of board interaction. By J. Jeffrey Spahn and Kathleen M. Flanagan, consultants in leadership communication.
Winter 2003 [4 page(s)] Showdown for the Top Job -- From the author's own experience, co-CEO arrangements are a prescription for conflict and indecision. By David Rockefeller, retired chairman of Chase Manhattan Corp.
Winter 2003 [2 page(s)] Groupthink in the Boardroom -- Good boards encourage both coherence and dissent. By Thomas Horton, Directors & Boards columnist.
Winter 2002 [1 page(s)] A Brighter Presence -- Knowing when to speak and how much to say are perennially relevant matters, especially for new board members. By Thomas Horton, Directors & Boards columnist.
Spring 2001 [1 page(s)] The Problem of Emotion in the Boardroom -- A case study of the battle for AMP Inc., in which the author was closely involved as a representative for AMP's Hixon family ownership. How, left unchecked, the force of emotion may act to compromise directors' abilities to promote the best interests of shareholders. By Pascal N. Levensohn of Levensohn Capital Management LLC.
Spring 1999 [7 page(s)] In Praise of Dissent -- Disagreement on the board may well be preferable to unvarying agreement and a "trip to Abilene." By Thomas Horton, Directors & Boards columnist.
Summer 1998 [1 page(s)] Governance the H-P Way -- A deep-rooted company culture shapes the way the Hewlett-Packard Co. board operates. Includes the H-P Board Mission Statement and Governance Guidelines. By Lewis Platt, former chairman and CEO of Hewlett-Packard.
Summer 1997 [6 page(s)] Director Monitoring Has Its Limits -- Why formal procedures alone cannot guarantee that directors will be influential as well as involved. By Leslie Levy of Directors Data Inc.
Winter 1997 [1 page(s)] A Great Director I Served With -- Good directorship is made possible by good directors. A panoply of top-notch directors in their own right reflect on individuals who impressed them with their board savvy and conduct. By Henry Goodrich, Vernon Alden, S. Lee Kling, Thomas Horton, William Adams, Donald Frey, and A.A. Sommer Jr.
Fall 1996 [6 page(s)] The Value-Added Director -- Having the right directors, who bring the right chemistry to the board, is more important than ever. The new makeup of the modern board. By Lennox K. Black of Teleflex Inc.
Spring 1996 [4 page(s)] The Joys of Directorship! -- Dark clouds of doom and gloom have been a perennial feature overhanging the directorship role. The author, a preeminent governance guru, advises that one should ignore the doomsayers and count the ways (10 in all) that board service can reward.
Fall 1986 [4 page(s)] |
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