For directors, it’s essential to understand a company’s finances and anticipate
Success with sustainability requires directors to drive bold action in a decisi
The practice will only grow as disclosure of climate-related data becomes more
Advanced preparation and optimal board personnel are key if you want to avoid a
There is now more flexibility for Delaware corporations to delegate equity awar
Former Deputy Secretary of Defense, Patrick M. Shanahan joins Leidos board of directors
Leidos, a defense, aviation, information technology and biomedical research company, headquartered in Reston, Va., appointed Patrick M. Shanah to it Board. He served as the 33rd United States Deputy Secretary of Defense from 2017 to 2019…
Typically I maintain a low profile. My philosophy is that editors should be like stage directors, orchestrating the production from behind the curtain. If there is any attention to be gotten, I prefer my authors get the recognition for their good works.
But occasionally I get thrust into the spotlight. It happened last month when a good colleague featured an interview with me in his own publication.
For 25 years I have delivered a “Thanksgiving Day Address” to my family and friends who gather at my home on this special American holiday that glorifies our nation as a land of opportunity, of sharing, of plenty.
This year my Thanksgiving address focused on the world my granddaughters were born into. With the births of Francesca and Madeleine, 2014 was a pivotal year for the Rock family. Will it be a pivotal one, perhaps a turning point, or even an inflection point, for the world?
The famous Marilyn Monroe comedy “The Seven Year Itch” examines the natural tendency of people to get bored and complacent after seven years of a relationship. Is it possible that companies and directors need to act after seven years to remove complacency and stay fresh and engaged? Let’s consider why companies and boards need to address the issue in a way that benefits all concerned.
In the Beginning
Early in my career I had a boss, successful and entrepreneurial, who gave me this piece of advice: “Jim, you have to give people ideas. Most people do not have ideas.”
Most people have ideas . . . but I know what he meant. His longstanding success was based on giving people ideas that grew sales, helped develop new products and services, started new businesses, honed new strategies, forced new ways of looking at their operation . . . in short, ideas that created value.
Those are the ideas that are in short supply and high demand.
The growing focus on board composition is a positive development in corporate governance, but board composition also has provided activist investors with another powerful potential lever by which they can attempt to wrest control of companies in their sights. Agree or disagree?
Getting ready to serve on a board begins with one’s own career performance and planning; but it doesn’t stop there. Success as a board member starts from the day you get an invitation to join. Here are tips for doing a good job as a director, from day one:
My game changer
From iCompete by John T. Hewitt. Copyright ©2015 by JTH Publishing LLC. Published by A Book’s Mind (www.abooksmind.com).
