Current news articles that are relevant to the topics of Extreme Personal Leadership® and Enlightened Corporate Governance®.
After coaching executives for over 15 years, one of the most common questions I get is, “How can I have more leadership presence?”
On September 30, 2018, California enacted Senate Bill 826 mandating that all publicly-traded companies headquartered in the state to have at least one female director by the end of 2019. The law further requires that by year-end 2021, all firms have at least one female director if the board has four members or fewer, two female directors if the board has five members, and three female directors if the board has six members or more.
Who you are as a leader and how you lead is defined by your relationship to others and begins with your relationship with yourself.
Corporate governance features have become increasingly prominent for public companies. This has accelerated as economic-oriented activist investors team with institutional investors to serve as catalysts for change. We are often asked by clients in the course of our practice: What do other companies do? We thought it would be useful to compare the three primary governance documents—the certificate/articles of incorporation, bylaws and corporate governance guidelines—of publicly traded companies in the energy sector.
In recent years, the friction between public companies and proxy advisory firms—companies that provide proxy vote recommendations to institutional fund managers and other investment advisers—has intensified. Public issuers contend that two firms have a duopoly on the proxy advisory services market and wield an outsized role in setting corporate governance norms. Of particular frustration to some issuers are the two companies’ allegedly progressive views, made manifest in the recommendations they give to investment advisers, on “ESG” issues (environmental, social, governance).
All of us as leaders have assumed new leadership roles, either our first or one of many new challenges. Congratulations if you’re in a new leadership position.
If you’ve ever launched an entrepreneurial venture or run a small business for any amount of time, you know that what hurts your success the most is what you don’t know...
Recently the Securities and Exchange Commission announced that it would convene a roundtable in order to gather information regarding whether the Commission’s rules on the proxy process should be refined.
In the book No Ordinary Disruption, the three authors – all directors of the McKinsey Global Institute – reported findings from years of analysis of the changes taking place on our planet. Their findings? Global economic power balances will dramatically shift. Technology will change in ways we currently can’t comprehend.
A study conducted by the Stanford University Graduate School of Business and the Miles Group Survey revealed that only slightly more than half of the companies surveyed actually gave each director personal, peer-to-peer feedback about performance, even though over 90% of the directors in those same companies thought they possessed the necessary skills to accomplish this task. At the same time, 36% of the boards surveyed reported that Individual director reviews were ineffective, so they obviously had a negative opinion of peer-to-peer reviews and were reluctant to try.