News & Announcements
The boards of all publicly traded companies are required to conduct a self-evaluation at least annually to determine whether they are functioning effectively. Research suggests that while many directors are satisfied with the job that they and their fellow board members do, board evaluations and boardroom performance fall short along several important dimensions. We review the current state of board evaluations, and summarize how they can improve.
The New York Stock Exchange requires that the board of each publicly traded corporation “conduct a self-evaluation at least annually to determine whether it and its committees are functioning effectively.” The purpose of this exercise is to ensure that boards are staffed and led appropriately; that board members, individually and collectively, are effective in fulfilling their obligations; and that reliable processes are in place to satisfy basic oversight requirements.
We focus on factors that have fundamentally changed demands on COOs:
global recession, the evolving paradigm surrounding governance, threats to operations from natural disasters and terrorism, and the rise of big data. Each requires COOs to develop new competencies, to think about risk, and to become increasingly agile as a leader.
The New York Stock Exchange requires that the boards of all publicly traded corporations conduct a self-evaluation at least annually to determine whether they are functioning effectively. The purpose of the exercise is to ensure that boards are staffed and led appropriately, that board members are effective in fulfilling their obligations, and that reliable processes are in place to satisfy important oversight requirements.
It has been 10 years since Stephen Miles and Nathan Bennett released their pivotal book on the role of the COO (“Riding Shotgun”). With the 10-year anniversary release in January, we asked Stephen to reflect on the COO role 10 years later.
As the end of the year approaches, executives tend to focus on closing the year with strong results and finalizing budgets for next year, but it is important to also dedicate time to prepare and deliver meaningful performance reviews to your team. While performance reviews in some companies are giving way to more organic, continuous feedback processes, they remain an important aspect of coaching and executive development.
As global markets continue to fluctuate and face a high degree of uncertainty due to increased geopolitical turbulence and unanticipated global business challenges (Brexit, terrorism, volatile FX, oil prices, ongoing cyber security issues, Middle East instability, US elections, etc.), many companies and executives are seeking to manage the repercussions of stress on their own businesses and people.
Why it’s not too late to set goals for 2016
The CEO position is more complex than it ever has been, and CEOs must have a much broader and deeper skill set to tackle this complexity. Looking to the year ahead, CEOs are expected to serve as experts in a wide range of areas – by their investors, their boards, their employees, and the public. Here are some of the demanding roles leaders must take on to address the needs of multiple stakeholders:
10 Roles a CEO Must Play in 2016
There is good news and bad news around team performance. The bad news: You can have the smartest, most talented individuals with high-achieving backgrounds on a team, and that team can still fail; superstar individuals grouped together do not on their own make a great team (whether in the NBA or on the NYSE).