Publisher Description
What makes for a successful board of directors, and how is
it accomplished? In only 60 minutes of conversation and instruction, learn the
answer to this question from the author of The Entrepreneur’s Guide, who helped
bring American Power Conversion public in 1988, a company that recently sold
for $6.1 billion. Few books have been written on this important subject. Few
areas of business are as misunderstood as the legal functions of a Board of
Directors. Unless a Board voluntarily takes on responsibilities other than to
the shareholders, they have no others in most states. Boards do not have
responsibilities to management, employees, suppliers, customers, or communities.
The most common problem Boards have is getting too close to management, to the
disservice of the shareholders. Making a CEO the chairman, too, is fraught with
conflict of interest problems. This presentation will help identify the proper
roles, and improper roles, for Boards.
Featured Tracks: 1. Introduction; 2. Issues; 3. Stay on
Strategy or Sell the Company; 4. Board Members should be judge-like: flexible,
open-minded, and not side-takers. 5. Board Meetings: What should be done? 6.
The tone: contributors and cheerleaders; not auditors by and large; 7. Imperial
CEOs are doomed by a good Board; 8. 23 questions to ask at Board Meetings; 9.
How to get on a Board.
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