N2Growth Blog

OCTOBER 26, 2023

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?

Succession 410

Succession Ethics Diversity Objective 410

Ron Edmondson

MARCH 28, 2022

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.

Conflict of Interest 55

Conflict of Interest Long-term Learning-by-Doing Edmondson 55

Harvard Business Review

DECEMBER 4, 2013

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

CEO Tips Long-term Consultative 8

Strategy Driven

MARCH 11, 2011

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.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57

Harvard Business Review

JUNE 6, 2012

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

Project Survey Budgeting Conflict of Interest 15

Harvard Business Review

JUNE 6, 2012

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

Project Survey Budgeting Conflict of Interest 13

Harvard Business Review

DECEMBER 6, 2012

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.

Conflict of Interest 8

Conflict of Interest CEO Asset Management Committee 8