{"product_id":"the-directors-manual-isbn-9781119133360","title":"The Director's Manual","description":"\u003cb\u003eDirectors: Improve Board Performance\u003c\/b\u003e \u003cp\u003e\u003ci\u003eThe Director's Manual: A Framework for Board Governance\u003c\/i\u003e offers current and aspiring board members essential up-to-date governance guidance that blends rigorous research-based information with the wisdom found only through practical, direct experience. The book's flexible approach to solving governance issues reflects the authors' belief that no two boards and the cultural dynamics that drive them are the same. As such, the advice offered reflects recognizable leadership dynamics and real world, relevant organizational situations. \u003c\/p\u003e\u003cp\u003eThe book's two authors, Peter C. Browning, an experienced CEO and member of numerous boards and William L. Sparks, a respected organizational researcher, combine their individual experiences and talents to create a book that is both innovative and applicable to directors in any industry sector. Specific best practice guidance is designed to help board members and their directors understand the unique strengths and challenges of their own board while at the same time provide targeted information that drives needed improvements in board performance and efficiency. Specifically, this book will help board members: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eExplore practical advice on key issues, including selection, meeting schedules, and director succession\u003c\/li\u003e \u003cli\u003eConsider board performance from multiple perspectives, including cultural and group dynamics\u003c\/li\u003e \u003cli\u003eDiscover how to effectively manage classic problems that arise when making decisions as a group\u003c\/li\u003e \u003cli\u003eAccess a comprehensive set of assessment questions to test and reinforce your knowledge\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eThe Director's Manual: A Framework for Board Governance\u003c\/i\u003e offers practical advice to guide you as you lead your organization's board. \u003c\/p\u003e\u003cp\u003eAcknowledgments ix\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePeter C. Browning\u003c\/i\u003e ix\u003c\/p\u003e \u003cp\u003e\u003ci\u003eWilliam L. Sparks\u003c\/i\u003e x\u003c\/p\u003e \u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003eWhy We Wrote This Book xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The Changing World of Board Governance: How We Got Here 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 1\u003c\/p\u003e \u003cp\u003eHow and Why Boards Have Changed 2\u003c\/p\u003e \u003cp\u003eWhy These Events Are Important 3\u003c\/p\u003e \u003cp\u003eA Barometer for CEO Compensation 5\u003c\/p\u003e \u003cp\u003e2002—A Board Governance Tipping Point 9\u003c\/p\u003e \u003cp\u003eImpact of the 2008 Financial Meltdown 14\u003c\/p\u003e \u003cp\u003eChapter Summary 17\u003c\/p\u003e \u003cp\u003eWhat’s Next? 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Role of the Board 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 19\u003c\/p\u003e \u003cp\u003eHome Depot’s Leadership Question 20\u003c\/p\u003e \u003cp\u003eTwo Key Guiding Principles 22\u003c\/p\u003e \u003cp\u003eWhy Boards Exist 23\u003c\/p\u003e \u003cp\u003eThree Critical Questions That Boards Ask 24\u003c\/p\u003e \u003cp\u003eIs the Right CEO Running the Company? 25\u003c\/p\u003e \u003cp\u003eIs a Robust Succession Plan in Place? 29\u003c\/p\u003e \u003cp\u003eDetermining the Right Strategy 30\u003c\/p\u003e \u003cp\u003eChapter Summary 31\u003c\/p\u003e \u003cp\u003eWhat’s Next? 32\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Key Board Leadership Roles 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 33\u003c\/p\u003e \u003cp\u003ePublic Outcry for Action 35\u003c\/p\u003e \u003cp\u003eChanges in NYSE Listing Requirements 36\u003c\/p\u003e \u003cp\u003eThe Debate over the Separation of Roles 37\u003c\/p\u003e \u003cp\u003eNonexecutive Chairman, Lead Director, or Presiding Director 40\u003c\/p\u003e \u003cp\u003eThe Challenge of Board Leadership 42\u003c\/p\u003e \u003cp\u003eChapter Summary 45\u003c\/p\u003e \u003cp\u003eWhat’s Next? 45\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Board Culture 47\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 47\u003c\/p\u003e \u003cp\u003eUnderstanding Board Culture 48\u003c\/p\u003e \u003cp\u003eExamples Illustrating Schein’s Model of Culture and Board Dynamics 50\u003c\/p\u003e \u003cp\u003eThe Three Elements of Board Culture 51\u003c\/p\u003e \u003cp\u003eThe Leadership and Board Performance Cycle 58\u003c\/p\u003e \u003cp\u003eTransforming Board Culture 63\u003c\/p\u003e \u003cp\u003eChapter Summary 66\u003c\/p\u003e \u003cp\u003eWhat’s Next? 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Group Dynamics and Board Decision Making 68\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 68\u003c\/p\u003e \u003cp\u003eWhy Working in Groups Is Difficult 69\u003c\/p\u003e \u003cp\u003eGroupthink: Managing Conflict in the Boardroom 72\u003c\/p\u003e \u003cp\u003eUnderstanding and Avoiding Groupthink 74\u003c\/p\u003e \u003cp\u003eGetting Past The Abilene Paradox 76\u003c\/p\u003e \u003cp\u003eChapter Summary 81\u003c\/p\u003e \u003cp\u003eWhat’s Next? 81\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Board Structure and Schedule 82\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 82\u003c\/p\u003e \u003cp\u003eBoard Size 83\u003c\/p\u003e \u003cp\u003eMeeting Requirements and Preparation 84\u003c\/p\u003e \u003cp\u003eEffective Meetings and Service 90\u003c\/p\u003e \u003cp\u003eChapter Summary 91\u003c\/p\u003e \u003cp\u003eWhat’s Next? 92\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Assessing Board Performance 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 93\u003c\/p\u003e \u003cp\u003eThe Evolution of Board Assessments 94\u003c\/p\u003e \u003cp\u003eCustomizing the Assessment Process 96\u003c\/p\u003e \u003cp\u003eFinding Your Own Best Practice 98\u003c\/p\u003e \u003cp\u003eChapter Summary 101\u003c\/p\u003e \u003cp\u003eWhat’s Next? 101\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 The Challenge of the Disruptive Director 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 103\u003c\/p\u003e \u003cp\u003eDisruptive Members a Common Issue 104\u003c\/p\u003e \u003cp\u003eThe Ying and Yang of Conflict 105\u003c\/p\u003e \u003cp\u003eAn Effective Dissenter 106\u003c\/p\u003e \u003cp\u003eFive Types of Disruptive Directors 107\u003c\/p\u003e \u003cp\u003eDealing with Disruptive Directors 109\u003c\/p\u003e \u003cp\u003eHow Assessments Help 110\u003c\/p\u003e \u003cp\u003eChapter Summary 111\u003c\/p\u003e \u003cp\u003eWhat’s Next? 112\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 The Other Succession Challenge: The Board of Directors 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 113\u003c\/p\u003e \u003cp\u003eWhy a Board Needs to Plan for Succession 114\u003c\/p\u003e \u003cp\u003eDemographics and Board Service Realities 115\u003c\/p\u003e \u003cp\u003eEnron, the 2008 Financial Collapse, and Dodd-Frank 115\u003c\/p\u003e \u003cp\u003eBuilding a Board Succession Plan 117\u003c\/p\u003e \u003cp\u003eEducating, Onboarding a New Member 123\u003c\/p\u003e \u003cp\u003eChapter Summary 124\u003c\/p\u003e \u003cp\u003eWhat’s Next? 124\u003c\/p\u003e \u003cp\u003eChapter 10 What’s Next in the Boardroom? 125\u003c\/p\u003e \u003cp\u003eWhat’s in This Chapter? 125\u003c\/p\u003e \u003cp\u003eOngoing Scrutiny of Executive Compensation 127\u003c\/p\u003e \u003cp\u003eContinuing Demands for More Proxy Information 129\u003c\/p\u003e \u003cp\u003eMore Shareholder and Investor Activism 130\u003c\/p\u003e \u003cp\u003eGreater Demands for Proxy Access 132\u003c\/p\u003e \u003cp\u003eSharper Focus on Risk Management 133\u003c\/p\u003e \u003cp\u003eEver-Increasing Scrutiny of Board Composition 134\u003c\/p\u003e \u003cp\u003eThe Way Forward 134\u003c\/p\u003e \u003cp\u003eChapter Summary 135\u003c\/p\u003e \u003cp\u003eWhat’s Next? 136\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendices Board of Directors Assessment Forms 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAppendix A Board of Directors Self-Assessment 138\u003c\/p\u003e \u003cp\u003eAppendix B Audit Committee Assessment 152\u003c\/p\u003e \u003cp\u003eAppendix C Compensation Committee Assessment 154\u003c\/p\u003e \u003cp\u003eAppendix D Governance\/Nominating Committee Assessment 156\u003c\/p\u003e \u003cp\u003eAppendix E CEO Assessment 158\u003c\/p\u003e \u003cp\u003eAppendix F Lead Director Assessment 163\u003c\/p\u003e \u003cp\u003eAppendix G Nonexecutive Chairman Assessment 165\u003c\/p\u003e \u003cp\u003eAppendix H Peer Assessment 167\u003c\/p\u003e \u003cp\u003eNotes 169\u003c\/p\u003e \u003cp\u003eAbout the Authors 179\u003c\/p\u003e \u003cp\u003eIndex 183 \u003c\/p\u003e \u003cp\u003e\u003cb\u003ePETER C. BROWNING,\u003c\/b\u003e with experience on the boards of 13 public companies, two as CEO, is founder and managing director of Peter Browning Partners, LLC, a board advisory service that helps directors answer tough questions in the areas of board governance, board performance and dynamics, and leadership transition and succession planning.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eWILLIAM L. SPARKS, PhD,\u003c\/b\u003e is vice president of Talent with EnPro Industries and a managing partner with Peter Browning Partners, LLC. Concurrently he serves as the Dennis Thompson Chair of Leadership at the McColl School of Business at Queens University of Charlotte.  \u003c\/p\u003e\u003cp\u003eEach board of directors has its particular nuances relating to leadership, group dynamics, and decision making that create a board culture. Yet, all boards must fulfill specific fiduciary duties and meet federal reporting requirements and regulations. \u003ci\u003eThe Director’s Manual\u003c\/i\u003e gives directors a reliable guidebook of proven techniques for meeting those requirements, while staying true to the unique culture of their boards.\u003c\/p\u003e \u003cp\u003eCurrent and aspiring board members now have an authoritative, up-to-date governance guide that blends rigorous research-based information with the wisdom found only through practical, direct experience. This flexible approach to developing governance solutions reflects the authors’ belief that no two boards nor the cultural dynamics driving them are the same. The proven framework is equally useful to both established boards and new ones that are just beginning to learn what it means to truly be an effective board. Only a powerhouse authorial team like Peter Browning and William Sparks can simplify the complex, symbiotic relationship between the world inside the corporate boardroom and the realities outside into a single resource of insightful research findings and practical, straightforward advice. Board members and their directors can use the handpicked selection of proven practices to expedite understanding their board’s own unique strengths and challenges, while simultaneously contributing targeted information to drive key improvements in performance and efficiency. With this convenient reference at your fingertips, you can: \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eBetter understand just what is the role of the board, it’s limits and possibilities \u003c\/li\u003e \u003cli\u003ePredict which classic group decision-making dynamics your board is most likely to experience\u003c\/li\u003e \u003cli\u003eCustomize assessments to better match your company’s processes and board culture, as well as benefit from hard-earned tips on conducting peer reviews\u003c\/li\u003e \u003cli\u003eHandle a director who is so disruptive to the vital chemistry of a board that the only solution is his or her departure\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eIn addition to each chapter’s clear and concise guidelines, which are immediately implementable by every board type in any industry, this complete resource solidifies itself as a time saving asset by providing a robust appendix of assessment tools. From individual to group assessments—including lead director, nonexecutive chairman, CEO, compensation and audit committees, and more—these vetted and easy-to-use forms ensure accurate and thorough evaluations.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990207873253,"sku":"NP9781119133360","price":37.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119133360.jpg?v=1761786913","url":"https:\/\/k12savings.com\/es\/products\/the-directors-manual-isbn-9781119133360","provider":"K12savings","version":"1.0","type":"link"}