Remove CEO Remove Conflict of Interest Remove Development Remove Leadership
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Board Governance Excellence: The Pinnacle of Organizational Success

N2Growth Blog

A proficient board is a guiding light, offering leadership and oversight to fuel the realization of organizational objectives. A formidable board delineates clear expectations and periodically reviews the performance of the CEO and other apex leaders. How can a board be high-performing?

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10 of the Biggest Mistakes Boards Fall Into

Ron Edmondson

This could be with the CEO or with someone in a less visible position. Unhealthy personal interests. Conflicts of interest are always a problem, and most boards have “rules” against them. Sometimes cliques develop on a board, and it begins to position people against each other. Shared complacency.

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Ten Essential Tips for Hiring Your Next CEO

Harvard Business Review

Is there a process in place for cultivating, identifying, and appointing not just this CEO, but the one after that? Berra was famous for his “Yogi-isms,” but this one contained an essential truth: inchoate strategies and ineffectual leadership generally go hand in hand. Will he or she collaborate with the board, or fight it?

CEO 8
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The Big Picture of Business – Business Lessons to be Learned from the Enron Scandal

Strategy Driven

Business development. Thus, when Lay (CEO of Enron) was chairing a charity drive, Lay asked for 100% participation from the client’s firm, and the client reciprocated by edicting donations from his 200+ employees. This client was a prime example of a leading CEO who served his community, profession and firm well.

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How Risk Reduction Is (and Isn't) Rocket Science

Harvard Business Review

Maintain a constant focus on talent development for their teams and, in particular, their project leaders. This approach ensured that project resources were properly allocated where they were really needed and minimized conflicts of interest and management overhead. Continuing Talent Development. An HBR Mini Case Study.

Project 15
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How Risk Reduction Is (and Isn't) Rocket Science

Harvard Business Review

Maintain a constant focus on talent development for their teams and, in particular, their project leaders. This approach ensured that project resources were properly allocated where they were really needed and minimized conflicts of interest and management overhead. Continuing Talent Development. An HBR Mini Case Study.

Project 13
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At Olympus and Goldman Sachs, Two Very Different Whistleblowers

Harvard Business Review

The first whistleblower — using facts — is former Olympus CEO Michael Woodford , who uncovered a huge accounting fraud at the company. In 2011, Woodford was asked to lead the Japanese maker of optical equipment, first as president (in April) then as CEO (in September). He then went public.