as a Considered Choice
Gender
Culture
Personality
Age
Social Background
We Have Embraced Diversity … Now What?
The Chair's Role in Building and Nurturing Diversity
Notes
Chapter 24: The Talent Pipeline
The Board's Responsibility for Talent Management
The New Talent Dynamic: Culture, Values, Community
Notes
Chapter 25: Boards and Social Media1
JP Morgan's Failed Foray into Twitter Q&A
Why Boards Should Understand Social Media
What Boards Should Do
Notes
Chapter 26: Boards and Investors
The Move toward Increasing Shareholder Engagement
Note
Chapter 27: Managing Stakeholders
Shareholders vs. Stakeholders: A Definition
How to Identify a Company's Key Stakeholders
The Board Can Be Instrumental in Shaping the CEO–Stakeholders Conversation
Anticipating Stakeholders' Influence and Impact
Notes
Chapter 28: Stewardship from the Board
Building Upon a Rich Cross-Disciplinary Legacy of Thought
Psychological, Organisational, and Cultural Influences on Stewardship
Steward Leaders Build on their Unique Strengths to Drive Stewardship
Steward Leaders Deliver Long-Lasting, Meaningful, and Inclusive Impact
Becoming a Steward Leader: What it Takes
Stewardship Risks
Boards Are Key to Fostering Stewardship
Note
10 Conclusion
11 Index
List of Tables
1 Chapter 3Table 3.1 Behaviours of Successful Directors – A Checklist
2 Chapter 4Table 4.1 Traditional Board Competencies (Rating From 1 to 10, With 10 Full Expe...Table 4.2 Example of Board Skill Map
3 Chapter 6Table 6.1 Examples from Three Large Organisations
4 Chapter 7Table 7.1 Red FlagsTable 7.2 Boardroom Discussion and Decision StylesTable 7.3 NEO PI-R: NEO Personality Inventory – Revised4Table 7.4 Reinforcing Board Culture
5 Chapter 8Table 8.1 The Danger Zone: Board Failures
6 Chapter 13Table 13.1 Director's Independence Questionnaire
7 Chapter 23Table 23.1 The Board History Exercise
List of Illustrations
1 Chapter 1Figure 1.1 Governance Excellence Rests on Four Pillars
2 Chapter 2Figure 2.1 Transformational Leadership PrinciplesFigure 2.2 Components of S&P500 Market Value.Figure 2.3 The Governance DNA
3 Chapter 3Figure 3.1 Reinforcing Board CultureFigure 3.2 The Roots of Good Judgement: Mapping One's Strengths and Weakness...
4 Chapter 4Figure 4.1 The Roles of the Board. Source: Adapted from Strebel (2004)Figure 4.2 An example of typical board tasksFigure 4.3 A board action plan from a sovereign wealth fund
5 Chapter 5Figure 5.1 Mapping Board Information Completeness
6 Chapter 7Figure 7.1 Mapping Board Alliances
7 Chapter 10Figure 10.1 The Dunning–Kruger effect.
8 Chapter 12Figure 12.1 Mapping Influencers for Rebuilding Trust
9 Chapter 13Figure 13.1 The Four-Tier Pyramid of Conflicts of Interest
10 Chapter 14Figure 14.1 The Fraud Triangle.Figure 14.2 Fraud Risk at Board LevelFigure 14.3 Creating an Effective Control EnvironmentFigure 14.4 Corporate Governance Framework of Industrial and Commercial Bank...Figure 14.5 The Evolution from Compliance to Conduct and Integrity.Figure 14.6 Compliance and Integrity – Yesterday and Today.Figure 14.7 Fraud Factor AssessmentFigure 14.8 Preventive ActivityFigure 14.9 High-Level Fraud Detection
11 Chapter 15Figure 15.1 The role of the board in strategy is affected by context
12 Chapter 18Figure 18.1 Holdings Governance Map
13 Chapter
