The Miles Group

News & Announcements

Miles To Go
Leveraging the Benefits of Full Spectrum Diversity
Volume 4 | Issue 2 | Spring 2017
An organization’s ability to build and sustain diverse teams at every level of the enterprise, from the Board to entry-level roles, continues to be directly correlated to various measures of success. For example, research indicates that more diverse organizations tend to perform better financially.
Stanford Graduate School of Business
Board Evaluations and Boardroom Dynamics
March 6, 2017

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.

Veritas Executive Compensation Consultants
How Board Evaluations Fall Short
April 3, 2017

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.

The European Business Review
Re-Inventing Yourself as COO
February 1, 2017

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.

Harvard Business Review
How Boards Should Evaluate Their Own Performance
March 1, 2017

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.

Miles To Go
The Role of the COO in 2017
Volume 4 | Issue 1 | Winter 2017

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.

Miles To Go
The Importance of Delivering an Effective Annual Performance Review
Volume 3 | Issue 4 | Fall 2016

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.

Miles To Go
Leading Under Business Stress
Volume 3 | Issue 3 | Summer 2016

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.

Miles To Go
7 Ways To Put Goal Making Into Practice
Volume 3 | Issue 2 | Spring 2016

Why it’s not too late to set goals for 2016

Miles To Go
10 Roles a CEO Must Play in 2016
Volume 3 | Issue 1 | Winter 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

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