WilliamDevineEsquire
 
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BOARD + MANANGEMENT

 

Lessons from a Board that Lost Its Way

A Windfall of Revelations

 

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et’s say that you and your fellow directors, in a matter of securities law compliance or employee wrongdoing, confront a high-stakes decision.  Given the different pressures aimed at you from investors, regulators, customers, management and others, how can you avoid being pressed into a choice that harms the organization, damages your reputation, or exposes you to liability?

 

Together we consider the many facets of this question, using a case study of the board at an internationally prominent university.

Our discussion encompasses business judgment, risk recognition, conflict of interest, crisis preparedness and leadership.  We conclude with observations on the paradox of success in Economy21c.

 

  I

The Slide into False Responsibility

 

     

The trouble with charisma

Inadequate inquiry:  easy and costly

To rely or not to rely? Reports from officers + consultants

 

  II

The Pull of Received Wisdom

 

     

Leadership by cliché

Detecting doom-level compliance risk

 

  III

The Paperless Conflict of Interest

 

     

Intellectual curiosity and imagination on the board

 

  IV

The Road to Opportunity

 

     

Guarding against inadequate inquiry:  two tests

Acing compliance in Economy21c

Recognizing crisis on time:  two keys

Building board rapport that survives

A formula for seeing possibilities in risk

 

 

•   •   •

William Devine leads the Board + Management Practice.  He is Adjunct Professor of Management at Menlo College.  He wrote The Cost of a College Touchdown:  A Story of Trustee Miscalculation (Smashwords, 2014), and Women, Men & Money (Random House, 1998).

 

 

 

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PRIVATE CLIENT PROPERTY
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