By Jay A. Conger
Praise for Boardroom Realities
''Authored by means of a 'who's who' roster of governance specialists, Boardroom Realities covers the most recent traits in board management and function in addition to expertise administration for the board and the C-suiteвЂ”all serious themes for any director occupied with board carrier today.'' вЂ”Kenneth Daly, president and CEO, nationwide organization of company administrators
''If management and effectiveness within the boardroom have been vital in a extra benign atmosphere, they're completely important in ultra-modern tumultuous occasions. Boardroom Realities presents a contemporary and targeted highway map to aid steer chairmen, CEOs, and forums via those uncharted governance waters.'' вЂ”Peter Weinberg, companion, Perella Weinberg companions
''Jay Conger's Boardroom Realities deals a different viewpoint on governance via management, instead of compliance, and will compel all administrators to revisit the focal point of board deliberations, in particular at the present of extraordinary monetary and monetary turmoil.'' вЂ”Alison A. iciness, cofounder, WomenCorporateDirectors, and a company director for Nordstrom, Inc.
''Boardroom Realities is a really accomplished compilation of worthwhile insights on key matters that forums needs to take care of each day. it is an outstanding source for board individuals in addition to individuals of administration who needs to interact to make sure sturdy governance on behalf of shareholders.'' вЂ”Ronald D. Sugar, chairman of the board and CEO, Northrop Grumman company
''Jay Conger has accumulated severe insights and the newest considering on board management from lots of modern-day leading governance thinkers. Boardroom Realities is a needs to on your board and for any accomplished company governance library.'' вЂ”Ralph D. Ward, writer, Boardroom INSIDER, and writer, the hot Boardroom Leaders
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Extra resources for Boardroom Realities: Building Leaders Across Your Board
Kravis has been especially generous with his ongoing support of the Kravis Leadership Institute and our conferences. His commitment has allowed us to bring together America’s preeminent thoughtleaders on board governance to assess the state of boardroom leadership today. Pamela Gann, the president of Claremont McKenna College, has been a wonderful supporter of the conference and of my own efforts to expand the “geographic” reach of the Kravis Leadership Institute. A special thanks goes to our board members of the Kravis Leadership Institute, who were so helpful with the planning of the conference.
There was tension in the American Express boardroom in November 1992. 9 Robinson had agreed to the request, and after the regular pre-meeting dinner, he departed. Warner than stood up and made a presentation that was a severe indictment of Robinson’s leadership of the company. In essence, he argued that Robinson had presided over the decline of the company and was personally responsible for a long list of problems, including decisions to acquire or to attempt to acquire many other financial services companies, which had been ill advised.
On the basis of the independent assessment, and after a number of specially called board meetings, the CEO/chairman and his fellow directors reached an agreement that the company should remain independent. Three years later, the company was acquired Leadership: The Key to Effective Boards by another larger company, at a substantial premium to its share price at the time of the original proposal. This is one example from my twenty years of experience as a corporate director, scholar of, and consultant to corporate boards, which can be used to illustrate how I think about the leadership of boards.
Boardroom Realities: Building Leaders Across Your Board by Jay A. Conger