Cover Story

The Great Divide:Separating the Chairman and CEO Roles
A panel of thought leaders tackles the thorny theoretical issues and practical implications involved in splitting the two top leadership positions of the corporation. On one side of the debate: “The development is inexorable,” says Ira Millstein. But, says James Robinson, “Beware the simplicity of saying two heads are better than one.” Plus, a mini-case by Tama Copeman on when the separation was crucial to solving a leadership crisis.

Features

What you want in a nonexecutive chair
By Henry D. Wolfe
A full understanding of this leadership role is still in its infancy, the author argues. To that end, he offers a full panoply of qualifications — those that are ‘must haves’ as well as those that are not absolutely essential — needed by a candidate to serve effectively in this role.

Revisiting the pay of the nonexecutive chair
By Diane Lerner and Ira T. Kay
Fifteen years ago the authors wrote an article for D & B on “Paying The Separate Chairman.” They update that analysis, looking at current pay practices for non-CEO board leadership roles.

10 things every director should know about risk
By Peter D. Kiernan
The focus on risk has only just begun. If you don’t have a regular risk assessment program or a risk committee of the board, you will. This list is a good place to start your review and readiness planning.

Risk oversight is a ‘team sport’
By Henry R. Keizer
A board-level risk committee presents advantages and disadvantages. When considering whether to establish one, the board first must clarify its own oversight responsibility as well as the oversight responsibilities of its existing standing committees.

Book it: Best bets for board reading
From a roundup of new books, leadership insights on: the secret of executive presence; employee ‘heroism’ at Wynn Resorts; buying a D&O insurance policy; the little-known founder of market research; and a CEO’s reminder of opportunity and the good life.

If he had it to do all over
By John Gillespie and David Zweig
In an interview with the authors on how it all went wrong, Tyco ex-CEO Dennis Kozlowski claims he was the victim of a weak board.

Departments & Columns

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