Current news articles that are relevant to the topics of Extreme Personal Leadership® and Enlightened Corporate Governance®.
Learning is an attitude that allows us to succeed in these times when change is constant. To excel in our area of expertise, we must merge who we are today with whom we want to be tomorrow.
Directors of regulated financial institutions have exceedingly difficult jobs with many demands. The aftermath of the financial crisis led to countless new regulatory requirements and expectations, many of these unwritten and evolving based on political currents or varying views at different levels of the regulatory hierarchy. Governance processes and actions are examined and second-guessed like never before. For many companies, new and shifting compliance burdens tend to crowd out other business on board agendas.
In the world of global business, it’s likely you’re going to have to learn how to master the art of digital leadership at some point — whether that’s to manage an entire team of displaced freelancers, to communicate with other offices, or to outsource specific roles.
New York City Comptroller Scott Stringer is wielding more clout as he presses more than 150 U.S. companies to detail plans to diversify their boardrooms.
Perhaps more than any other generation, purpose is what inspires younger generations of workers to engage and put forth their best efforts in the workplace. So whether your organization has committed to a purpose transformation or not, the chances are it is undergoing one anyway, simply by virtue of the fact that the face of your workforce is changing.
It’s now accepted wisdom that virtually all public company mergers and acquisitions will be challenged with at least one lawsuit—over 95% of them are. A less well-publicized form of challenge—and one that is both fascinating and perplexing for those interested in securities litigation—is the unique creature of Delaware law known as the appraisal proceeding.
Board evaluation is a topic that yields mixed sentiments from directors, who often praise the concept but in practice do very little to drive a robust process that would result in meaningful changes.
Although there's no "one-size-fits-all" approach to managing, research shows that when bosses are focused on being motivational leaders, their good habits trickle down to their employees.