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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 Practices  Your Tip Sheet for Board Success -- What does it take to be a strong director? Directors & Boards authors have had plenty of advice that they?ve shared in these pages over the past 30 years. Here is some wisdom of the ages on auditing the books, adding value to the board, running a meeting, compensating management, recruiting directors, evaluating the CEO, handling succession, doing M&A, managing crises, having good CEO-board relations, and living a good life. A 30th anniversary issue special feature.
Fourth Quarter 2006 [27 page(s)] The Best Advice I Ever Gave a Board -- Also, the best advice a CEO ever got from his board. Directors and board advisers offer up their tried-and-true tips for success. A 30th anniversary issue special feature.
Fourth Quarter 2006 [6 page(s)] 30 One-Liners -- Boardworthy wisdom of the ages ? in a nutshell. A 30th anniversary issue special feature.
Fourth Quarter 2006 [2 page(s)] Executive Committees: The Stealth Board Body -- The Stealth Board Body -- They typically operate without the laser focus given to the audit, compensation, or governance committees. Their place in the governance structure -- in terms of mission, power, and composition -- varies widely. By Dan Dalton and Catherine Dalton of Indiana University's Institute for Corporate Governance.
First Quarter 2006 [4 page(s)] A Good Board's Big Difference -- The former Hewlett-Packard CEO's test of whether a board is functioning well. By Lewis Platt (In Memoriam, 1941-2005).
First Quarter 2006 [1 page(s)] Stranger Than Fiction: Governance Doings That Approach the Fantastical -- Mystifying behavior at Walt Disney Co., TIAA-CREF, and Tyco. By Hoffer Kaback, Directors & Boards columnist.
First Quarter 2005 [1 page(s)] To Split or Not to Split (the Chairman/CEO Positions) -- Roger, Henry, Bunkie and Lee ... in boardroom blackjack. Who has it right? By Hoffer Kaback, Directors & Boards columnist.
Fall 2004 [1 page(s)] 'There's a Lot of Trauma Out There' -- Executive recruiter Jim Drury of James Drury Partners conducts a Q&A interview with Edward A. Brennan, the longtime leader of Sears Roebuck & Co. and the current nonexecutive chairman of AMR Corp. Amidst the turmoil besetting boards, Brennan shares his governance best practices and lessons learned.
Fall 2003 [5 page(s)] Signs of Poor Governance -- How does one tell if a company's governance health is really much poorer than it appears? If the directors and officers recognize these warning signs. By Reginald L. Babcock of Corporate Governance Services LLC.
Winter 2003 [3 page(s)] A Role for the Customer in Governance -- How does one tell if a company's governance health is really much poorer than it appears? If the directors and officers recognize these warning signs. By Reginald L. Babcock of Corporate Governance Services LLC.
Winter 2003 [4 page(s)] Let Enron Be a Lesson to Us All -- There is plenty of room for governance improvement in most companies. Focus on these six key issues for enhancing the effectiveness of a board. By B. Charles Ames of Clayton, Dubilier & Rice Inc.
Winter 2002 [3 page(s)] It's Time to Improve Corporate Governance -- Recommendations for building a great board, using it effectively, and establishing a balanced relationship between the board and the CEO. By William W. George of Medtronic Inc.
Winter 2001 [6 page(s)] Governance Reforms: Boon ... or Bafflegab? -- Drawing upon the investment wisdom of Warren Buffett, the author dissects the indefensible logic behind a range of governance practices and proposals. By Lawrence Cunningham, former director of the Heyman Center on Corporate Governance at the Benjamin N. Cardozo School of Law, Yeshiva University.
Spring 2001 [4 page(s)] Award for 'Board Excellence' -- Sunoco Inc., one of the largest independent petroleum refiners-marketers in the U.S., is recognized by the Wharton/Spencer Stuart Directors' Institute for its governance practices.
Winter 2000 [1 page(s)] Talking Governance with Mike Armstrong -- The publisher and editor of Directors & Boards interview the chairman and CEO of AT&T on his approach to governance, recruitment of new directors, CEO and board evaluation, and his own board service. By Robert H. Rock and James Kristie of Directors & Boards.
Fall 1999 [ A 'Blue Collar Approach' to Governance -- In reviewing his company's board practices, the then-CEO of Ceridian Corp. suggests taking under advisement the ages-old counsel of Lao-Tze: "Govern as you would cook a small fish: Don't overdo it." By Lawrence Perlman.
Winter 1998 [4 page(s)] 'The Denial Trap' -- It is a tragic fact of life that a board of directors so often unwittingly contributes to a company's demise. Here is how that happens. By Carter Pate of Price Waterhouse.
Spring 1998 [1 page(s)] Compaq Computer: The Workings of a Model Board -- Kenneth Roman, the then-chairman of Compaq's corporate governance committee, talks about the shareholder-oriented approach to governance that has won the company widespread recognition and "board of the year" status. Interview by James Kristie, editor of Directors & Boards.
Summer 1998 [7 page(s)] From Ritual to Real Work: The Board as a Team -- What does it take for a largely ceremonial aggregation of powerful individuals who spend relatively little time with each other to somehow transform themselves into a high-performance team that adds real value to the organization? By David A. Nadler of Delta Consulting Group Inc.
Summer 1998 [4 page(s)] As I, an Owner-Director, See It -- A view from the Warburg Pincus investment firm: Here are several initiatives that will improve the functioning of boards. By John L. Vogelstein of E.M. Warburg, Pincus & Co. LLC.
Summer 1998 [2 page(s)] The Chevron Way to a Strong Board -- Chevron's then-chairman and CEO analyzes the governance success factors that have created notable shareholder value at his company. Good advice on board composition, committee structure, orientation programs, and productive board/management relationships. By Ken Derr.
Fall 1998 [6 page(s)] How a New CEO Reshapes Governance -- Executives elected to lead a company when it is facing difficult board conflicts can learn from this article how to quickly and effectively reorient your company's approach to governance. By Douglas L. Foshee, then-CEO of Nuevo Energy Co.
Fall 1998 [4 page(s)] My Years with the Pfizer Board -- Reflections on the evolution of a distinguished board and set of governance practices. By Bruce R. Ellig, formerly of Pfizer Inc.
Summer 1997 [4 page(s)] Executive Committees: The Stealth Board Body -- The Stealth Board Body -- They typically operate without the laser focus given to the audit, compensation, or governance committees. Their place in the governance structure -- in terms of mission, power, and composition -- varies widely. By Dan Dalton and Catherine Dalton of Indiana University's Institute for Corporate Governance.
First Quarter 2006 [4 page(s)] A Good Board's Big Difference -- The former Hewlett-Packard CEO's test of whether a board is functioning well. By Lewis Platt (In Memoriam, 1941-2005).
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