By Julie Garland McLellan on November 21, 2011
Graham worked as a management consultant assisting the national operations of a company that has grown over twenty years acquiring ‘non-family’ shareholders who now account for 40% of the capital. The founder’s son, who owns 10% of the shares, heads an overseas division and is a director. The founder retains the remaining 50% and is [...]
By Julie Garland McLellan on October 31, 2011
The difference between chief executive and Managing Director is one of the subtleties that can confuse board members. Boards have the right to delegate the tasks of running the organisation to any person they rationally believe is capable of performing them. When the board delegates those tasks to one of the directors, that person becomes known as [...]
By Julie Garland McLellan on April 18, 2011
When the Lead Independent Director role was first introduced it was viewed with suspicion. Now, in companies where the incumbent has performed well, it is viewed as an essential component of board success.
By Julie Garland McLellan on January 31, 2011
Leadership development is an important aspect of the director role, and not just something that is recommended for executives. All directors should review their own leadership skills from time to time and determine what and how to improve.
By Julie Garland McLellan on December 29, 2010
Three common issues that can hamper even skilled, ethical and intelligent directors: conflicted relationships, committee thinking and shareholding!
By Carter McNamara on April 13, 2010
Too often, when Board members struggle with attendance, participation or decision making, they simplistically resort to a Board training session or undertake team building to address their problems. Those techniques seldom work to address those problems. Why Board Training Alone Seldom Restores Boards It is not uncommon that Board members want a “quick fix” to [...]
By Carter McNamara on April 10, 2010
In the post, Part 1, we reviewed the first 5 practices. This post is a continuation from that post, and reviews the remaining 5 practices. 6. Ensure strategic plan that includes action plans The action plan part of an overall strategic plan specifies who is going to do what and by when in order to [...]
By Carter McNamara on April 6, 2010
This Part explains the first 5 practices. Part 2 describes the last 5 practices. Recent and very public “white collar,” stock-fraud crimes have brought much public attention to how governance is supposed to work, but too often doesn’t. The Sarbanes Oxley Act is one example of new regulations intended to strengthen the transparency and accountability [...]
Carter McNamara of Authenticity Consulting, LLC, provides organization development and consultant training services, and is developer of the Free Management Library.
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Julie Garland-McLellan uses her experience and depth of knowledge in corporate governance to show boards with limited resources how to be more effective through practical governance innovation and know-how.
Nick Lindsay of Elemental CoSec, provides corporate governance, legal and company secretarial advice to a wide range of companies in the UK.
