In this issue

Do You Already Know Your Next CEO?

An internal candidate may be your best choice, but make sure you evaluate the individual carefully. Faced with a CEO succession, many corporate directors hope an internal change agent will emerge as a viable candidate for the role. What specifically are boards looking for in these internal candidates? Our experience with CEO succession over the last several years tells us that four priorities increasingly rise to the top:

Women: Defy the Myths That Keep You From the Boardroom

Go beyond the stats and accentuate the qualities that make you an ideal director.

Duty of Oversight in Disruptive Times

Reliable ERM processes and metrics are essential for protecting companies from excess risk. Earlier this year, I served on the faculty for the 27th Annual Stanford Directors’ College. The program brought together CEOs, public company directors, investors, regulators and scholars to examine a broad range of corporate governance, risk management, macroeconomy, geopolitical and technology topics.   A common theme was board oversight of strategy and disruptive risks, including the following key trends:

Onboarding the First-Time Director

A robust, thorough onboarding will set new directors up to provide value quickly. Experienced board members may recall the common wisdom from prior decades: New directors should not speak during their first year on the board. Fortunately, this advice has gone the way of other outdated advice, such as recommendations to limit the search for new board members to one’s golf club, don’t ask about talent below the C-suite and limit discussions of strategy to the annual off-site.

Hybrid Workplace Success Requires the Right Culture

Communication, coordination and connection are key to employees thriving away from the office.

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