By Julie Garland McLellan on August 1, 2013
Zander has joined the board of a privately owned company that is growing rapidly and has plans to list within the next year or two. He is excited by the prospect of the IPO and determined to do a good job as a director, even though he has no prior board experience. He is finding […]
By Julie Garland McLellan on May 5, 2013
Victor is a director on a medium sized listed company board. The Chairman has been ill for several months and is not going to get better. He has announced that he wishes to retire. The Managing Director is keen that one of the directors, who had a strong track record as an executive within the […]
By Carter McNamara on August 14, 2012
(Guest post from Hank Lewis.) An email said: My organization is 2nd in my life only to my family. I also feel responsible for the integrity of the organization and for protecting it from changes that would endanger that integrity. This organization works to create programs that bridge educational gaps between and about indigenous cultures. […]
By Carter McNamara on July 5, 2012
(Guest post from Hank Lewis.) An Email Said: My organization has no paid staff, is essentially unfunded at this time, and Board Members receive no compensation of any kind including expense reimbursement. I’m the chairman of the Board and founder of the organization. When I sign things, I use the title “Executive Director,” even though […]
By Julie Garland McLellan on June 27, 2012
Nagachandra is a director on the board of a not-for-profit company. The CEO has a board seat. This position was argued against by the former chairman but other board members prevailed saying that the CEO was firstly responsible and trustworthy and secondly more knowledgeable about the operations than any non-executive director could ever hope to […]
By Carter McNamara on February 20, 2012
(This is a guest post by Nick Lindsay of Elemental CoSec) In recent years, executive remuneration has moved from its traditional ambit of corporate governance circles and company secretary forums to the public eye. In the UK, the last six months, has seen a particular focus on what many in the media see as ‘excessive […]
By Julie Garland McLellan on January 13, 2012
Herman has been invited to join the board of a not-for-profit organisation that provides specialist education and training for the non-profit sector. The invitation was extended to him by the CEO who is also the founder and the principal deliverer of services. Due diligence shows that the company is profitable (making a small but comfortable […]
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 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.
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.