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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
frequently posted. |
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Article reprints are $10 each. Click to add to shopping cartSuccession Planning  ‘I Left No Door Open ... I Was Done’ -- When he learned that cancer would claim his life, KPMG’s CEO committed to clearly and immediately stepping down from leadership of the firm. By Eugene O’Kelly.
Second Quarter 2006 [1 page(s)] Turning to the Board for a Fill-In CEO -- Absent a succession plan, it’s certainly tempting to put a sitting director into the CEO slot on an acting basis. Don’t do it without considering your options. The interim management model as a compelling alternative. By Maureen F. Quinn of ReefPoint Associates.
Second Quarter 2006 [3 page(s)] The Proverbial Beer Truck Scenario -- Would you be ready if your CEO is less than careful when crossing the street? By Directors & Boards Chairman Robert Rock.
Second Quarter 2005 [1 page(s)] 'Make Sure the Right Guy Is Running the Company' -- That's Job One of being a director, according to a long-ago adviser. By Directors & Boards Editor James Kristie.
Second Quarter 2005 [1 page(s)] Selecting an Internal Candidate for CEO -- How to take the 'crap shoot' out of determining whether your internal candidates are viable successors. Seven steps to a rational conclusion. By Robert Muschewske of Personnel Decisions International.
Fall 2004 [4 page(s)] Hiring an Outside CEO: A Board's Best Moves -- Why the real issue isn?t the outsider vs. insider decision -- it?s the need to set very different expectations for outsiders than for insiders. By Chuck Lucier and Jan Dyer, formerly of Booz Allen Hamilton.
Winter 2004 [3 page(s)] Succession: The Need for Detailed Insight -- Leadership due diligence regarding current CEO effectiveness and potential CEO successors is the missing ingredient in effective governance. By Deborah Cornwall of the Corlund Group.
Summer 2001 [6 page(s)] A Limit to Charisma -- There is, by definition, a great attraction to the charismatic job candidate. Therein lies risk. By Thomas Horton, Directors & Boards columnist.
Summer 2001 [1 page(s)] Ready, Fire (the CEO), Aim -- When it comes to making a CEO change, are directors being wiser, or just more active? Is Wall Street calling the shots in the boardroom? By Dee Soder of the CEO Perspective Group.
Winter 2001 [2 page(s)]
The Bard Addresses the Board on CEO Succession -- "O gentleman, the time of life" -- and a chief executive's time on stage -- "is short." The former CEO of Lockheed Martin and a former ambassador to the U.N., Shakespeare scholars both, offer succession planning tips from the Bard that are still relevant today. By Norman Augustine and Kenneth Adelman.
Fall 1999 [2 page(s)] A Board's Most Crucial Task -- What is it? Selecting the right person as CEO. Here are some reasons why boards so often fail at this. By Thomas Horton, Directors & Boards columnist.
Summer 1999 [1 page(s)] Opening Up an Insular Culture -- Succession-planning tactics when you have to look outside for talent and fresh ideas. By Harold D. Reiter of Herbert Mines Associates.
Spring 1999 [1 page(s)] How to Hire the Right CEO -- Choosing a chief executive is one of the most important jobs a board member is asked to perform, and one of the most difficult. Here is a methodology to assess and select CEO candidates based on the factors that best predict performance. By Michael Zwell of Zwell International.
Summer 1998 [6 page(s)] Take Charge of Your Search Relationships -- Too many companies have let themselves lose control of the critical flow of human capital. By Richard A. McCallister of Boyden Global Executive Search.
Summer 1998 [1 page(s)] Real Pressure: A Veteran Director's Reflections on Succession Problems -- Dealing with a CEO who won't leave and other troublesome issues that boards face. By W.H. Clark, retired chairman and CEO of Nalco Chemical Co.
Winter 1997 [2 page(s)] Where the Board Drives Succession Planning -- A study of the succession planning philosophy and practice at Hercules Inc. By Dennis Carey of Spencer Stuart.
Spring 1997 [3 page(s)] When the CEO Won't Go -- The biggest problem facing a board is a CEO who will protect his position at all costs. By Harry Edelson of Edelson Technology Partners.
Summer 1997 [1 page(s)] Succeeding at Succeeding Yourself -- A synthesis of best CEO succession practices in 12 leading U.S. corporations. By Dennis Carey and Dayton Ogden of Spencer Stuart.
Fall 1997 [2 page(s)] Is 60 the Time to Move On? -- Is it good for a CEO (and his company) to be forced to step down at such an early age? Isn?t 60 the new 40? By Directors & Boards Chairman Robert Rock.
Fourth Quarter 2007 [1 page(s)] |
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