Titel: Chairman of the Board
Autor/en: Lechem, Brian Lechem
A Practical Guide.
52:B&W 6. 14 x 9. 21in or 234 x 156mm (Royal 8vo) Case Laminate on White w/Gloss Lam.
John Wiley & Sons
26. August 2002 - gebunden - 220 Seiten
The role of the chairman of the board is unlike any other in the modern corporation, one that requires a simultaneous grasp of the big and small picture. The chairman exerts extraordinary influence over the strategic direction of the company, yet at the same time must manage the delicate relationships and critical business of the board of directors. Remarkably, precious little research has been conducted into the nature of chairmanship, and most chairmen are forced to learn on the job, with no training or formal preparation. Writing primarily for new chairmen, chairmen of small to midsize businesses, and chairmen in the nonprofit sector, while also offering practical guidance to seasoned leaders of major corporations, Brian Lechem provides a fascinating look at the essential duties of this pivotal role in Chairman of the Board: A Practical Guide.As companies become more and more international and accountability requirements increasingly stringent, the chairman of the board must confront a constantly evolving array of risks and responsibilities. Lechem identifies a chairman's four primary functions: Concentrate on strategic leadership, focusing on an appropriate and realistic vision Ensure that the board is constituted with a good blend of skills, experience, andbusiness competence Guarantee that the corporation has the policies, procedures, and resources in place to achieve its goals Monitor the achievement of these goals and ensure that the board is provided with the appropriate information it needs to be effectiveLechem offers practical advice on matters such as how to work with the CEO, ethical considerations, corporate social responsibility, and performance evaluation of boards and board members. He discusses key regulatory issues and legal exposures the board must address in an increasingly litigious society and addresses the thorny problem of board disagreement and dissent-the moment "management" is tossed aside and a chairman's "leadership" must take center stage.Chairing a board of directors undoubtedly requires a host of intangible skills, but applying Brian Lechem's proven, practical guidelines will nevertheless give a chairman the best chance for success. Chairman of the Board is a must-read for any professional who aspires to the peak of his or her profession.
Introduction. A Question of Style.
Origin of the Role of Chairman.
The Art of Chairmanship.
Leadership and Style.
Chapter 1. Primus Inter Pares.
First Among Equals.
The Chairman's Role.
What the Position Entails.
Chapter 2. Building the Board.
The Selection Process.
Achieving a Balance.
Credentials and Qualifications.
Remuneration of Independent Directors.
Orientation and Training.
If Things Go Wrong.
Chapter 3. Separation of Roles or Concentration of Power?
One Job--or Two?
Interrelationship of the Roles.
Balancing the Roles.
The Chairman's Job Is Different.
It Is Lonely Being a Chief Executive.
Chapter 4. Establishing the Agenda.
The Board in Action.
The Principle of Collective Responsibility.
Direction and Management.
How the Board Works.
Choosing the Issues.
The Real Agenda in Decision Making.
Boards That Do Not Direct.
Chapter 5. Setting the Direction.
Board Involvement in the Process.
Developing Strategic Thinking.
Goals and Objectives.
The Role of Management.
Chapter 6. The Minefield of Legal Liability Exposure.
Interpreting the Situation.
The Statutory Position.
When to Seek Advice.
A Sense of True Perspective.
Diligence and the Strategy Process.
Some Specific Areas of Vulnerability.
How Much Diligence?
Assumption of Risk.
Chapter 7. Delegation--The Use of Board Committees.
The Board Remains Accountable.
Spreading the Load.
Key Board Committees.
Maintaining Effective Reporting Links.
Chapter 8. Board Evaluation--Assessing the Passing Grade.
The Concept of Board Performance.
Assessing How the Board Is Doing.
Individual Director Performance.
The Chairman Cannot Be Left Out.
Designing an Appropriate Performance Evaluation System.
Using or Abusing the Process?
Chapter 9. The Supercharged Board.
Bringing Directors Up to Speed.
Preventing and Detecting Problems.
Assumption of Risk.
How Are We Doing as a Board?
The Board's Role in Innovation.
Chapter 10. A Question of Ethics.
Creating an Ethical Framework.
Good Corporate Citizenship.
Ethics and the Law.
Ethics and Competition.
Sponsorships and Charities.
Code of Conduct.
Chapter 11. Public Affairs.
Establishing a Policy.
Business and Government.
Shareholders, Stakeholders, and Social Responsibility.
Dealing with the Media.
Handling a Crisis.
Chapter 12. The Volunteer Board.
What Does "Volunteer" Mean?
Why Volunteer Boards Are So Different.
Some Common Failings.
How to "Govern" a Volunteer Organization.
Leadership Is Still Paramount.
Legal Liability Exposure.
Chapter 13. The Ultimate Sanction.
Anticipating Boardroom Problems.
Handling Disagreement and Dissent.
BRIAN LECHEM is President of Boardroom Advisory Services, a consulting practice, and editor of Boardroom newsletter, based in Toronto, Canada. He is founder President, a fellow, and former executive director of the Institute of Corporate Directors, a Canadian organization allied with the National Association of Corporate Directors in the U.S. and the Institute of Directors in the U.K.