It would be easy to look at Penn Mutual’s board, 42% of which is now held by women and minorities, and credit Eileen McDonnell,...
The "home alone" CEO model may not be as effective as its cracked up to be, new research suggests.
Directors are also better prepared to deal with shareholder activism, new research finds.
On November 17th, in cities around the country, leaders will participate in a “National Conversation on Board Diversity.” This annual event, led by 2020 Women on Boards, is running a national campaign to increase the percentage of women on U.S. company boards to 20% or greater by 2020.
One of the first rules of great leadership is knowing who to turn to for help. This has been evident time and again with effective captains of industry and great U.S. Presidents. No CEO alone possesses all the required skills, which is why the people they surround themselves with are crucial.
Why do HR leaders boast about “earning a seat at the board table” when any other function head on the leadership team—CFO, COO, CMO, CIO, CDO—just comes in and sits down?
While top corporate and institutional officials are experts at assessing issues and making fact-based decisions, considerations surrounding appointments of fellow senior leaders can present unique risks to the reputations of the decision-makers and their institutions.
One of the first rules of great leadership is knowing who to turn to for help. And much attention has been paid to the importance of a deep bench in a company’s C-Suite, but less emphasis is placed on the importance of fully leveraging the leadership experience on a corporate board.
Today’s business conditions call for boards of directors to add more value to the company equation by focusing on a wider range of issues.
Rising professionals should consider serving on boards to propel their careers.