By Jay A. Conger
Praise for Boardroom Realities
''Authored by means of a 'who's who' roster of governance specialists, Boardroom Realities covers the newest traits in board management and function in addition to expertise administration for the board and the C-suiteвЂ”all severe subject matters for any director enthusiastic about board provider today.'' вЂ”Kenneth Daly, president and CEO, nationwide organization of company administrators
''If management and effectiveness within the boardroom have been vital in a extra benign surroundings, they're totally important in brand new tumultuous instances. Boardroom Realities offers a latest and specific highway map to aid steer chairmen, CEOs, and forums via those uncharted governance waters.'' вЂ”Peter Weinberg, companion, Perella Weinberg companions
''Jay Conger's Boardroom Realities bargains a special point of view on governance via management, instead of compliance, and may compel all administrators to revisit the focal point of board deliberations, specifically at present of remarkable fiscal and monetary turmoil.'' вЂ”Alison A. iciness, cofounder, WomenCorporateDirectors, and a company director for Nordstrom, Inc.
''Boardroom Realities is a truly finished compilation of important insights on key concerns that forums needs to care for each day. it really is a good source for board participants in addition to participants of administration who needs to interact to make sure stable governance on behalf of shareholders.'' вЂ”Ronald D. Sugar, chairman of the board and CEO, Northrop Grumman company
''Jay Conger has accumulated serious insights and the most recent considering on board management from lots of modern most efficient governance thinkers. Boardroom Realities is a needs to to your board and for any accomplished company governance library.'' вЂ”Ralph D. Ward, writer, Boardroom INSIDER, and writer, the hot Boardroom Leaders
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Extra resources for Boardroom Realities: Building Leaders Across Your Board
This is obviously one valid interpretation. However, for me, this is also an example of boardroom leadership. Too often I have watched a director, or even two or three, fold up their tent, and go along with the majority opinion, even though they had grave doubts about the merits of the proposed course of action. On this occasion, this director at Medtronic became a leader of the other board members, causing them to rethink what he considered a flawed decision. Incidentally, Bill says that had the original decision stood it could have cost the company many millions of dollars.
Does the CEO rely on solutions to new problems that are no different from what he or she has done in the past? All of these questions need to be in the back of the minds of vigilant board members. Any one such attribute may be excused, but when a pattern starts to form the question of character comes to the fore. Michael Useem and Neng Liang, in their chapter “Globalizing the Company Board: Lessons from China’s Lenovo,” explore how firms in China, India, and other major economies are reaching out beyond their national boundaries and what the implications are for their boardrooms.
How leadership emerges (and it is an emergent process) on a board has an impact on how well the board is able to exercise leadership over its management and company. If the board develops effective leaders, it will do better in interacting with its 27 28 Boardroom Realities management and reaching decisions with them to move the company forward. For example, it will be able to work together in complicated discussions and decisions about the company’s future capital structure, or future competitive direction.