Current news articles that are relevant to the topics of Extreme Personal Leadership® and Enlightened Corporate Governance®.
Times certainly have changed. Many CEOs greeted corporate governance demands with choice four-letter words in recent years. So it was remarkable when, on July 21, a small cohort of America’s best-known business leaders penned their name to the “Commonsense Corporate Governance Principles,” covering topics from executive pay to board composition. Signers were careful not to label it an authoritative national code, such as those developed in nearly every other major market. But the text is as close as the United States has yet come to one. With the initiative now digested in the market, it’s time to review what the new principles got right and what’s needed to make them take root.
All business owners and executives have varying experiences and perspectives on the approach and qualities necessary for effective leadership. And not all situations require the same type of leadership style. Great leaders adapt to their surrounding environments and empower the team to succeed together.
These and ever-evolving challenges facing corporate boards prompts an updated snapshot of what is expected from the board of directors of a major public company—not just the legal rules, but also the aspirational “best practices” that have come to have equivalent influence on board and company behavior.