Titlebook: ;

justify

concise

虛弱的神經(jīng)

Transforming Your Board,priate, the alternative is often considered worse: The awkward conversation in which an accomplished businessperson—and undoubtedly very loyal director—is informed that she is not being renominated for another term.

expeditious

過于平凡

娘娘腔

https://doi.org/10.1007/978-1-4612-4762-3rt. found that only half of the CEOs of S&P 500 companies serve on other public companies’ boards. In fact, some companies actually forbid their CEOs and senior executives from serving on outside boards, citing three main reasons for this position:

變化無常

斗志

debouch

Carol C. Menassa,Wilson Ortiz-Vegassful are: (1) A failure to understand and address all eight components that factor into board effectiveness. (2) Asking for greater openness between the board and CEO but responding in a way that is defensive or critical when you get it. (3) Delegation of board changes that require leadership from the CEO.

等級的上升

Boardroom Priorities for New CEOs,rking relationship with that board. There are six things that any new CEO should consider doing to get that working relationship off to a great start. The timing of these may vary, depending on whether your predecessor continues to serve as Chairman subsequent to your appointment as CEO.