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How Skilled Are You at Tapping Into Your Board’s Expertise? Take This 5-Question Quiz and Find Out

One of the most critical teams the CEO has to manage is the board, and smart CEOs understand that a well-assembled board can be one of the most potent partners and resources a CEO can have. We recently spoke with Constance Lau, President and CEO of Hawaiian Electric Industries Inc., and Dante C. Parrini, Chairman and CEO of PH Glatfelter Co., to better understand how they partner with their boards. Consider asking yourself the same questions we asked them.

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3 Steps That Can Help Boards Always Be Prepared for CEO Succession

Recent media headlines are shining a spotlight on what seems to be a growing trend over the past few months—that of top leaders suddenly departing their companies. In some cases, we’ve seen a graceful stepping down; in others, sparks have flown between the board of directors and the CEO. Whether the stated reasoning was declining profits, inability to innovate, lack of product strategy or poorly focused investments, each case has a lesson to teach fellow CEOs and company boards about working together, managing expectations and planning succession.

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How to Survive an Ethics Crisis

Ethics consultants are not hired when everything is hunky dory. They're different, and often more severe, than other corporate crises. An ethics crisis is about who you are as an organization and not just about specific actions that have gone wrong. But you can limit their damage.

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6 Tactics for Fending Off Activist Shareholder Attacks

Attacks on CEOs of large public companies continue to make the news daily. There are lots of ways for CEOs to try to ward off such threats—and most of them have to do with just running a company the right way, with a clear strategy, optimizing opportunities, minding the bottom line, and being able to think like both shareholders and corporate raiders. But what if the wolf is already at the door, and is winning your loyal constituents over to their side? What can and should CEOs do once an activist shareholder has selected him, her, the board or the company as his prey?

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