By Jay A. Conger

Praise for Boardroom Realities

''Authored by way of a 'who's who' roster of governance specialists, Boardroom Realities covers the newest developments in board management and function in addition to expertise administration for the board and the C-suite—all severe themes for any director fascinated about board provider today.'' —Kenneth Daly, president and CEO, nationwide organization of company administrators

''If management and effectiveness within the boardroom have been very important in a extra benign setting, they are completely very important in modern-day tumultuous occasions. Boardroom Realities presents a contemporary and precise street map to assist steer chairmen, CEOs, and forums via those uncharted governance waters.'' —Peter Weinberg, associate, Perella Weinberg companions

''Jay Conger's Boardroom Realities bargains a special point of view on governance via management, instead of compliance, and will compel all administrators to revisit the point of interest of board deliberations, particularly at the present of unheard of fiscal and monetary turmoil.'' —Alison A. iciness, cofounder, WomenCorporateDirectors, and a company director for Nordstrom, Inc.

''Boardroom Realities is a really finished compilation of priceless insights on key matters that forums needs to care for on a daily basis. it truly is an exceptional source for board participants in addition to contributors of administration who needs to interact to make sure solid governance on behalf of shareholders.'' —Ronald D. Sugar, chairman of the board and CEO, Northrop Grumman company

''Jay Conger has accumulated severe insights and the most recent pondering on board management from a lot of cutting-edge most well known governance thinkers. Boardroom Realities is a needs to on your board and for any accomplished company governance library.'' —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

Sample text

This is accompanied by a willingness on the part of directors to commit themselves to take the initiative to solve problems. The best also possess a strong sense that their responsibility is to do the right thing as directors. Their reason for board service is not the money they may receive, nor the status or prestige, but the sense of satisfaction they get in doing the job well. A related quality these leaders share is having or being willing to acquire the knowledge Introduction to act effectively.

Why such a pronounced gap? Smith Orr explores the principal contributors to this dilemma, which range from the stereotyping of women’s leadership effectiveness to a scarcity of women in the most common director pipeline (CEOs of large corporations) to a lack of a critical mass of women directors on individual boards. Her chapter then explores how your board can create a conducive boardroom environment for women directors as well as how Introduction you can best approach recruiting and developing women directors for your own board.

3 In essence, it is a psychological fact that the fewer members a group has the easier it is for them to discuss issues and reach a consensus. But even a small board of say nine or ten independent directors, who expect to be treated as peers, can be difficult to lead. For example, a chair of such a board has the unenviable task of keeping the group focused on the topics listed on the agenda, and doing this in a specified and usually limited meeting time. It is not surprising that many chairs complain that they become so focused on the facilitation of the meeting that they find it hard to express their own views on the substance of issues.

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