{"product_id":"chairman-of-the-board-isbn-9780471228899","title":"Chairman of the Board","description":"Practical, real-world advice for the most challenging of positions\u003cbr\u003e The role of the chairman of the board is an art form that varies with the size, type, and corporate climate of the organization. Chairman of the Board provides practical guidance on this critical role, offering advice on matters such as how to work with the CEO, ethical considerations, corporate social responsibility, and performance evaluation of boards and board members. Seasoned executive Brian Lechem discusses regulatory requirements and legal exposures relating to board responsibilities and how to minimize risks to company resources. Real-life examples illustrate how challenges have been met by companies with both positive and negative results. Information on board regulations for not-for-profit and government agencies and Canadian and U.K. companies lends the book broad appeal.  Introduction. A Question of Style.\u003cbr\u003e \u003cbr\u003e Origin of the Role of Chairman.\u003cbr\u003e \u003cbr\u003e The Art of Chairmanship.\u003cbr\u003e \u003cbr\u003e Leadership and Style.\u003cbr\u003e \u003cbr\u003e Chapter 1. Primus Inter Pares.\u003cbr\u003e \u003cbr\u003e First Among Equals.\u003cbr\u003e \u003cbr\u003e The Chairman's Role.\u003cbr\u003e \u003cbr\u003e What the Position Entails.\u003cbr\u003e \u003cbr\u003e Leadership.\u003cbr\u003e \u003cbr\u003e Chapter 2. Building the Board.\u003cbr\u003e \u003cbr\u003e The Selection Process.\u003cbr\u003e \u003cbr\u003e Achieving a Balance.\u003cbr\u003e \u003cbr\u003e Credentials and Qualifications.\u003cbr\u003e \u003cbr\u003e Remuneration of Independent Directors.\u003cbr\u003e \u003cbr\u003e Orientation and Training.\u003cbr\u003e \u003cbr\u003e If Things Go Wrong.\u003cbr\u003e \u003cbr\u003e Chapter 3. Separation of Roles or Concentration of Power?\u003cbr\u003e \u003cbr\u003e One Job--or Two?\u003cbr\u003e \u003cbr\u003e Interrelationship of the Roles.\u003cbr\u003e \u003cbr\u003e Balancing the Roles.\u003cbr\u003e \u003cbr\u003e The Chairman's Job Is Different.\u003cbr\u003e \u003cbr\u003e It Is Lonely Being a Chief Executive.\u003cbr\u003e \u003cbr\u003e Succession Planning.\u003cbr\u003e \u003cbr\u003e Chapter 4. Establishing the Agenda.\u003cbr\u003e \u003cbr\u003e The Board in Action.\u003cbr\u003e \u003cbr\u003e The Principle of Collective Responsibility.\u003cbr\u003e \u003cbr\u003e Direction and Management.\u003cbr\u003e \u003cbr\u003e How the Board Works.\u003cbr\u003e \u003cbr\u003e Statutory Responsibilities.\u003cbr\u003e \u003cbr\u003e Board Procedures.\u003cbr\u003e \u003cbr\u003e Choosing the Issues.\u003cbr\u003e \u003cbr\u003e Information Flow.\u003cbr\u003e \u003cbr\u003e The Real Agenda in Decision Making.\u003cbr\u003e \u003cbr\u003e Boards That Do Not Direct.\u003cbr\u003e \u003cbr\u003e Chapter 5. Setting the Direction.\u003cbr\u003e \u003cbr\u003e Board Involvement in the Process.\u003cbr\u003e \u003cbr\u003e Developing Strategic Thinking.\u003cbr\u003e \u003cbr\u003e Goals and Objectives.\u003cbr\u003e \u003cbr\u003e The Role of Management.\u003cbr\u003e \u003cbr\u003e Maintaining Oversight.\u003cbr\u003e \u003cbr\u003e Chapter 6. The Minefield of Legal Liability Exposure.\u003cbr\u003e \u003cbr\u003e Interpreting the Situation.\u003cbr\u003e \u003cbr\u003e The Statutory Position.\u003cbr\u003e \u003cbr\u003e When to Seek Advice.\u003cbr\u003e \u003cbr\u003e Danger Signals.\u003cbr\u003e \u003cbr\u003e A Sense of True Perspective.\u003cbr\u003e \u003cbr\u003e Diligence and the Strategy Process.\u003cbr\u003e \u003cbr\u003e Some Specific Areas of Vulnerability.\u003cbr\u003e \u003cbr\u003e How Much Diligence?\u003cbr\u003e \u003cbr\u003e Assumption of Risk.\u003cbr\u003e \u003cbr\u003e Chapter 7. Delegation--The Use of Board Committees.\u003cbr\u003e \u003cbr\u003e The Board Remains Accountable.\u003cbr\u003e \u003cbr\u003e Spreading the Load.\u003cbr\u003e \u003cbr\u003e Key Board Committees.\u003cbr\u003e \u003cbr\u003e Maintaining Effective Reporting Links.\u003cbr\u003e \u003cbr\u003e Chapter 8. Board Evaluation--Assessing the Passing Grade.\u003cbr\u003e \u003cbr\u003e The Concept of Board Performance.\u003cbr\u003e \u003cbr\u003e Performing Effectively.\u003cbr\u003e \u003cbr\u003e Assessing How the Board Is Doing.\u003cbr\u003e \u003cbr\u003e Individual Director Performance.\u003cbr\u003e \u003cbr\u003e The Chairman Cannot Be Left Out.\u003cbr\u003e \u003cbr\u003e Designing an Appropriate Performance Evaluation System.\u003cbr\u003e \u003cbr\u003e Using or Abusing the Process?\u003cbr\u003e \u003cbr\u003e Chapter 9. The Supercharged Board.\u003cbr\u003e \u003cbr\u003e Strategic Principles.\u003cbr\u003e \u003cbr\u003e Bringing Directors Up to Speed.\u003cbr\u003e \u003cbr\u003e Family Firms.\u003cbr\u003e \u003cbr\u003e Preventing and Detecting Problems.\u003cbr\u003e \u003cbr\u003e Assumption of Risk.\u003cbr\u003e \u003cbr\u003e How Are We Doing as a Board?\u003cbr\u003e \u003cbr\u003e Advisory Boards.\u003cbr\u003e \u003cbr\u003e The Board's Role in Innovation.\u003cbr\u003e \u003cbr\u003e Chapter 10. A Question of Ethics.\u003cbr\u003e \u003cbr\u003e Creating an Ethical Framework.\u003cbr\u003e \u003cbr\u003e Good Corporate Citizenship.\u003cbr\u003e \u003cbr\u003e Ethics and the Law.\u003cbr\u003e \u003cbr\u003e Ethics and Competition.\u003cbr\u003e \u003cbr\u003e Sponsorships and Charities.\u003cbr\u003e \u003cbr\u003e Code of Conduct.\u003cbr\u003e \u003cbr\u003e Chapter 11. Public Affairs.\u003cbr\u003e \u003cbr\u003e Establishing a Policy.\u003cbr\u003e \u003cbr\u003e Business and Government.\u003cbr\u003e \u003cbr\u003e Shareholders, Stakeholders, and Social Responsibility.\u003cbr\u003e \u003cbr\u003e Dealing with the Media.\u003cbr\u003e \u003cbr\u003e Handling a Crisis.\u003cbr\u003e \u003cbr\u003e Chapter 12. The Volunteer Board.\u003cbr\u003e \u003cbr\u003e What Does \"Volunteer\" Mean?\u003cbr\u003e \u003cbr\u003e Why Volunteer Boards Are So Different.\u003cbr\u003e \u003cbr\u003e Some Common Failings.\u003cbr\u003e \u003cbr\u003e How to \"Govern\" a Volunteer Organization.\u003cbr\u003e \u003cbr\u003e Leadership Is Still Paramount.\u003cbr\u003e \u003cbr\u003e Board\/Staff Relationships.\u003cbr\u003e \u003cbr\u003e Legal Liability Exposure.\u003cbr\u003e \u003cbr\u003e Chapter 13. The Ultimate Sanction.\u003cbr\u003e \u003cbr\u003e Board Culture.\u003cbr\u003e \u003cbr\u003e Anticipating Boardroom Problems.\u003cbr\u003e \u003cbr\u003e Danger Signals.\u003cbr\u003e \u003cbr\u003e Handling Disagreement and Dissent.\u003cbr\u003e \u003cbr\u003e Notes.\u003cbr\u003e \u003cbr\u003e Bibliography.\u003cbr\u003e \u003cbr\u003e Index. BRIAN LECHEM is President of Boardroom Advisory Services, a consulting practice, and editor of Boardroom newsletter, based in Toronto, Canada. He is founder President, a fellow, and former executive director of the Institute of Corporate Directors, a Canadian organization allied with the National Association of Corporate Directors in the U.S. and the Institute of Directors in the U.K.  The role of the chairman of the board is unlike any other in the modern corporation, one that requires a simultaneous grasp of the big and small picture. The chairman exerts extraordinary influence over the strategic direction of the company, yet at the same time must manage the delicate relationships and critical business of the board of directors. Remarkably, precious little research has been conducted into the nature of chairmanship, and most chairmen are forced to learn on the job, with no training or formal preparation. Writing primarily for new chairmen, chairmen of small to midsize businesses, and chairmen in the nonprofit sector, while also offering practical guidance to seasoned leaders of major corporations, Brian Lechem provides a fascinating look at the essential duties of this pivotal role in Chairman of the Board: A Practical Guide.\u003cbr\u003e \u003cbr\u003e As companies become more and more international and accountability requirements increasingly stringent, the chairman of the board must confront a constantly evolving array of risks and responsibilities. Lechem identifies a chairman's four primary functions:\u003cbr\u003e * Concentrate on strategic leadership, focusing on an appropriate and realistic vision\u003cbr\u003e * Ensure that the board is constituted with a good blend of skills, experience, and business competence\u003cbr\u003e * Guarantee that the corporation has the policies, procedures, and resources in place to achieve its goals\u003cbr\u003e * Monitor the achievement of these goals and ensure that the board is provided with the appropriate information it needs to be effective\u003cbr\u003e \u003cbr\u003e Lechem offers practical advice on matters such as how to work with the CEO, ethical considerations, corporate social responsibility, and performance evaluation of boards and board members. He discusses key regulatory issues and legal exposures the board must address in an increasingly litigious society and addresses the thorny problem of board disagreement and dissent-the moment \"management\" is tossed aside and a chairman's \"leadership\" must take center stage.\u003cbr\u003e \u003cbr\u003e Chairing a board of directors undoubtedly requires a host of intangible skills, but applying Brian Lechem's proven, practical guidelines will nevertheless give a chairman the best chance for success. Chairman of the Board is a must-read for any professional who aspires to the peak of his or her profession.  Praise for Chairman of the Board\u003cbr\u003e \u003cbr\u003e \"Board chairmen will find Brian Lechem's book an excellent resource for addressing the issues that arise from the ongoing role of the chairman in managing the governance systems of their corporations.\"\u003cbr\u003e -Peter Dey\u003cbr\u003e Chairman\u003cbr\u003e Toronto Stock Exchange Committee on Corporate Governance in Canada\u003cbr\u003e Partner\u003cbr\u003e Osler, Hoskin \u0026amp; Harcourt LLP\u003cbr\u003e \u003cbr\u003e \"Brian Lechem is the first authority to define a chair's role in a timely and very readable book-Chairman of the Board: A Practical Guide. As chair of two publicly traded companies and one not-for-profit, I find that there is little 'guiding hand' advice. I would highly recommend chairs of all boards, and those aspiring to the office, to read this book.\"\u003cbr\u003e -Jon K. Grant\u003cbr\u003e Chairman of the Board\u003cbr\u003e CCL Industries Inc., Laurentian Bank of Canada, and the Canadian Canoe Museum\u003cbr\u003e \u003cbr\u003e \"Chairman of the Board is much more than a practical guide for chairs. It is a well-written, thoughtful review of the myriad problems facing everyone with responsibility for the governance of an organization.\"\u003cbr\u003e -James Gillies\u003cbr\u003e Professor Emeritus\u003cbr\u003e Schulich School of Business","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988899938533,"sku":"NP9780471228899","price":65.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471228899.jpg?v=1761781977","url":"https:\/\/k12savings.com\/products\/chairman-of-the-board-isbn-9780471228899","provider":"K12savings","version":"1.0","type":"link"}