This document provides guidance on establishing an effective first board of directors. It discusses identifying prospective board members based on their expertise, integrity, and strategic thinking. The duties of board members include oversight of management, strategic planning, and risk management. Effective board governance involves establishing committees, holding regular meetings, and providing orientation for new members. The document outlines fiduciary duties of care, loyalty and obedience that board members must uphold.
A board of directors requires professionals with a diverse mix of managerial, functional, and other specialized knowledge in order to properly advise and oversee management.
This Quick Guide reviews the process by which companies select, compensate, and evaluate board members.
It answers such questions as:
• How are qualified directors identified?
• What skills and experiences are needed?
• How are directors paid?
• How are directors evaluated?
• How are “bad” directors removed?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
Managing Director of Avalon Ventures, Brady Bohrmann, shares powerful insights to build an effective board of directors, how to choose your board members, how to run an effective meeting and more.
Role of board of directors -Corporate GovernanceRehan Ehsan
This Presentation states the role of board of directors in respect of corporate governance of Pakistan. Reviewing this clear the concept of their legal role in Pakistan.
A board of directors requires professionals with a diverse mix of managerial, functional, and other specialized knowledge in order to properly advise and oversee management.
This Quick Guide reviews the process by which companies select, compensate, and evaluate board members.
It answers such questions as:
• How are qualified directors identified?
• What skills and experiences are needed?
• How are directors paid?
• How are directors evaluated?
• How are “bad” directors removed?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
Managing Director of Avalon Ventures, Brady Bohrmann, shares powerful insights to build an effective board of directors, how to choose your board members, how to run an effective meeting and more.
Role of board of directors -Corporate GovernanceRehan Ehsan
This Presentation states the role of board of directors in respect of corporate governance of Pakistan. Reviewing this clear the concept of their legal role in Pakistan.
Meanings of Governance
Tests of Good Governance
Governance Common Issues and Problems
Good Governance Guiding Principles
Levels of Governance
Characteristics of Good Governance
Key Cooperative Actors
Functions of the Board of Directors
Board Good Practices
Board Relationships
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
The board of directors is generally described in terms of its prominent structural attributes, including size, composition, and independence.
This Quick Guide examines the importance of these and whether they contribute to board effectiveness and shareholder value.
It answers the questions:
• What is the composition of a typical board?
• Which factors improve governance quality?
• Which factors do not?
• Can a board’s quality be determined by its structure?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
A step by step guide to assist not for profit Boards to work out their role, manage their CEO and develop the best relationship with their CEO and their community
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
Meanings of Governance
Tests of Good Governance
Governance Common Issues and Problems
Good Governance Guiding Principles
Levels of Governance
Characteristics of Good Governance
Key Cooperative Actors
Functions of the Board of Directors
Board Good Practices
Board Relationships
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
The board of directors is generally described in terms of its prominent structural attributes, including size, composition, and independence.
This Quick Guide examines the importance of these and whether they contribute to board effectiveness and shareholder value.
It answers the questions:
• What is the composition of a typical board?
• Which factors improve governance quality?
• Which factors do not?
• Can a board’s quality be determined by its structure?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
A step by step guide to assist not for profit Boards to work out their role, manage their CEO and develop the best relationship with their CEO and their community
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
Presentation from the NASBLA Exeuctive Board Academy held March, 2008. It covers responsibilities of non profit boards, commitment of Board service and the steps that take place from recruitment to elections.
OnBoard Non-Profit Board Of Directors - Susanne PeterssonSusanne Petersson
Prepare your new non-profit board members with relevant information so they may quickly assimilate to become productive participants. Presenting a well-formatted document conveys your organization as positive and polished.
Include sections relevant to the board as a whole; go beyond the initial impact the new member is expected to make. Reference and provide access to fundamental documents such as strategic plan, committee reports, meeting agendas, and by-laws; these are among the necessary documents the new member will require to understand the organization and from which to make sound decisions.
Review this slide deck to learn whether your on-boarding documentation includes these sections.
Pinterest für Unternehmen - der ultimative Marketing GuideAndreas Werner
INHALTE
1. Warum Pinterest
Was ist Pinterest? – Reichweiten-Entwicklung - Viralität & SEO - hohe Referralrate - Pinterest ist positiv!
2. Für welche Unternehmen eignet sich Pinterest?
3. Vorbereitung der eigenen Website
Inhaltliche Fragen - Sharing-Dienst aktivieren - lassen Sie sich folgen - wie Sie das Pinnen verhindern.
4. Registrieren einer Pinterest Page
Wie registrieren? - Der About-Text - SEO
5. Das Anlegen von Boards
Technische Aspekte - Planung - Follower - wieviele & welche Boards anlegen?
6. Anlegen von Pins
Bilder - Kurztext - Domain & Zieladresse
7. Pinterest-Werkzeuge - Analytics & Management
Was von der eigenen Domain gepinnt wird kontrollieren - PinReach - Pinpuff Pinfluence - Pinerly - Pintics - Repinly
8. Tracking der Pins mit Google-Analytics
9. Herausforderung des Pinterest Monitoring
10. Wann & wie Posten
Zeiträume – Posting-Mengen - Reihenfolge der Pins - Workflow
11. Wie Follower bekommen?
Follow me-Button - Werbung auf der eigenen Website - Gewinnspiele - Bewerben in anderen Social Networks - bezahlte Werbung & Fans kaufen? - pinnen, liken, repinnen, folgen
12. Vorsichtig wachsen
Angie Salmon leads the Corporate Directors Search practice at EFL Associates. She facilitated a panel discussion at a recent National Association of Corporate Directors (NACD) meeting covering corporate board succession planning, director recruitment, composition and diversity, board leadership structures and board assessments.
In this presentation we will deal with Insurance organizations, their operational structure, insurer’s function and key business terms used in this sector.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
IB Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
IB Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2022
See more at https://www.financialpoise.com/webinars/
Excellence Enablers offers corporate governance consultancy for startups in India. Startups looking to strengthen their corporate governance structure can contact us or visit www.excellenceenablers.com.
Excellence Enablers offers corporate governance consultancy for startups in India. Startups looking to strengthen their corporate governance structure can contact us or visit www.excellenceenablers.com.
CONSIDERATIONS WHEN ESTABLISHING A PRIVATE COMPANY BOARD OF DIRECTORS 1 11 17
1. CONSIDERATIONS WHEN ESTABLISHING
YOUR FIRST BOARD OF DIRECTORS
This document was prepared solely for use in a February 2, 2017 Minnesota CLE Webcast.
Reproduction or dissemination without permission is prohibited.
2. Paul Knapp
Has served on 24 private, 2 public, and 9 non-profit boards
30 years of family business office experience including commercial
real estate, operating companies, investments
Graduate of The College of St. Thomas, B.S., Finance, and William
Mitchell College of Law, J.D.
3. John Bergstrom
Has served on 25 private, 5 public, and 7 non-profit boards over his
30 years in the growth company advisory business
Focus of expertise on strategic alternatives planning, executive
compensation and corporate governance
Graduate of Gustavus Adolphus College, B.A. and University of
Minnesota M.B.A.
4. The board-centered governance method developed over the past 500
years to provide for the representation of all who have an interest in
an enterprise based on three concepts:
• Shareholders elect directors
• The board has the ultimate authority to select and supervise the
company’s chief executive
• Directors, as peers, make decisions as a group subject to majority
rule
Board-centered Corporate Governance
5. • Ensure the representation of all shareholders
• Access valuable talent, expertise and insight
• Present a better face to the community
• Facilitate transition and management succession
• Review/approve material transactions
• Manage the CEO
• Approve strategic plans
• Approve budgets and supervise independent audit process
Why Have a Board?
6. • Advisory boards are normally intended to merely advise the CEO or
the company
• Advisory boards are not governing boards and do not have the
duties or authority of a board of directors
• Advisory board members be exposed to personal liability without
corporate (articles/bylaws) protection or statutory protections or
directors’ and officers’ liability insurance
Advisory Boards
7. • Familiarity with shareholder goals
• Enthusiastic about the company’s mission, vision, and values
• Proven integrity
• Articulate
• Collaborative
• Respectful of others’ opinions
• Strategic thinker – not focused on minutiae
• Functional expertise e.g. audit, governance or compensation
Identifying Prospective Board Members
8. • A majority of board members of public companies must be
independent: they cannot derive significant income from the
company
• A minority of board members of closely-held private companies are
likely to be independent: a majority are likely to be owners and
managers of the business or family members of owners
• The number of independent board members generally increases as
a company’s ownership becomes more widely-held
“Independent” Board members
9. • Identify the talents, expertise and experience of the prospect on
which you hope to draw
• Describe the board meeting commitment as well as the time
commitment outside of board meetings
• Identify the committee on which you expect the board member to
actively serve, if any
• Describe the compensation you intend to provide
• Identify the term limit
Soliciting Prospective Board Members
10. • Company mission, value and ethics statements
• Company financial and operational history
• Company strategic plan
• Chain of command and organizational structure
• Fiduciary and functional duties of the Board
• Director communication with management, shareholders, and others
• Confidentiality
• Role of Chairman
Board Orientation
11. Duty of Care
A director is required, by statute in Minnesota, to act in good faith,
using the care that an ordinarily prudent person in a like position
would exercise under similar circumstances, and in a manner that
he or she believes to be in the best interests of the company
Duty of Loyalty
Directors must protect the interests of the corporation and act in
the best interests of its shareholders
Duty of Obedience
Directors must follow the organization’s governing documents
and policies as well as state and federal laws
Board Member Fiduciary Obligations
12. In the absence of fraud, conflict of interest or other breaches of loyalty,
a director will not be held liable to his or her corporation if he or she
acted in an informed manner, in good faith and with a reasonable basis
for believing that the action he or she authorized was lawful and in
furtherance of the company’s purposes
The Business Judgement Rule
13. • Hire, fire, manage and compensate the CEO
• Plan for CEO succession
• Review and authorize the company’s strategic plan
• Manage budgeting and financial reporting to ensure short term
visability
• Manage risk
• Establish and keep current the ethical conduct policies and
procedures which govern the company’s operations
The Board’s Functional Duties
14. Directors should take all reasonable steps to avoid conflicts of interest
with the company and promptly disclose any actual or potential conflict
to the Governance Committee of the Board
Conflicts of Interest
15. • Depends on the financial strength of the company and the quality and experience of the
directors
• Varies widely ranging from equity-only consideration to cash only programs
• Independent director compensation is typically structured as some combination of annual
cash retainer, board meeting fees, equity awards (full-value shares or stock options), and
committee chair premiums
• The most recent National Association of Corporate Directors (NACD) Private Company
Governance survey reported average total compensation of $33,000 for $25 to $50 million
revenue companies and $36,000 for $100 to $250 million companies
• Board members who are also full-time employees of the company are typically not
provided separate compensation for their role as a board member
Board Compensation
16. • Typically elected from among the non-management directors
serving on the company’s board of directors to act as a liaison
between non-management directors and company management
• Manages the board, does not manage the CEO
• Organizes the Board’s evaluation of the CEO
• Consults with management on Board meeting agendas and leads
the board meeting
• Leads the executive session of the board and communicates key
outcomes of that session back to the CEO
The Role of the Board Chair
17. • Most common standing committees of the board are
oAudit
oCompensation
oGovernance
• Board committees enable critical work to be completed outside the
board meeting
• Good committee management enables the larger board to address
strategic rather than operational details
• Committees arise and evolve as the company grows and as the
shareholder bases becomes less closely held
Committees
18. • Reviews the accounting and financial reporting and control policies
and procedures
• Recommends to the Board of Directors the firm of certified public
accountants to be retained as the company’s independent auditors
• Reviews policies and procedures relating to business conduct
(“compliance”)
• Establishes and manages the whistle blower process
• Manages risk
Audit Committee
19. • Recommends to the Board the compensation of the CEO and often
other executive management
• In more formal private boards that seek to emulate public company
practice, the committee may be entirely empowered to establish
compensation plan without involvement of the full board
• Recommends to the Board the compensation of independent
directors
• Helps Chair conduct the annual evaluation of the CEO
Compensation Committee
20. • Nominates directors for election or re-election and manages
ongoing board succession planning
• Develops and maintains a succession plan for the CEO and policies
regarding succession
• Recommends to the Board a set of corporate governance principles
• Reviews executive and board member conflicts of interest and
recommends resolution to the board
• Conducts a periodic board self-evaluation
Governance Committee
21. • Directors direct, CEOs lead and managers manage
• The board oversees management but does not manage
• The board works to ensure that the CEO manages the company’s
financials well, exercises strong leadership, develops a strong team
of senior staff, and communicates well with all stakeholders
The Board’s Relationship with the CEO
22. • Rolling one year board calendar
• Tie committee meeting schedule to board meetings
• Schedule shareholder meetings, nomination and election of officers,
board self-evaluation, election of officers and directors, orientation,
and retreat
The Year Long Schedule
23. • Provide agenda and other advance materials to the directors no
later 48 hours before the meeting
• If possible, hold a board dinner the night before the meeting,
particularly if the directors are coming from out of town
• Include a consent agenda that includes all financial and operational
information and metrics presented in a consistent fashion from
meeting to meeting
• Maintain confidentiality
Managing Board Meetings
24. • An extended half or full day meeting once a year to consider
important topics in-depth
• Sample topics include strategic issues affecting the company, the
mission, vision, and values statements, succession planning,
acquisitions, sale or recapitalization of the company
• Scheduling opposite time of year from annual planning and
budget approval
The Board Retreat
25. • Board members should generally have complete access to the CEO
and CFO and to information regarding the company’s operations
• Board member access to other executives should generally be
provided subject to advance notice to the CEO of such meetings
• The CEO should bring managers into Board meetings to provide
additional insight regarding items in their areas of expertise
• Directors generally refer all inquiries from the media, shareholders,
or customers to management and do not individually speak for the
corporation
Board Interaction with Management,
Employees and Shareholders
26. • Mission – What the company does
• Vision – What the company will become
• Values – How the company will behave
The Mission, Vision and Values Statements
27. • Hire outside party to manage the review process and report the
results in an independent fashion back to the board
• Ask that directors rate the CEO and their fellow directors on
preparedness, insight, contribution, judgment, knowledge and
overall effectiveness
• Deliver all results to Chairman and specific results to specific
directors
Periodic Board Review
28. • Death/disability/departure of CEO
• Product liability incident/recall
• Major lawsuit filed or legal decision issued
Crisis Management
29. • Clearly articulate board member term limits
• Consider tying board service to the board member’s current status,
responsibilities and activities
• Ensure that the company’s by-laws provide a simple, easy and
convenient method to remove directors
Term Limits
30. • Private companies and their boards are exposed to ever increasing
potential liabilities from an ever increasing universe of potential
litigants: shareholders, employees, customers, vendors, acquirers
and acquires.
• Many states have adopted statutes that limit the personal liability of
a director in actions brought by the company or its shareholders for
monetary damages for breach of fiduciary duty of care as a director,
provided this provision is contained within the company’s articles of
incorporation
• Directors and Officers (“D&O”) protects directors from litigation
Board Member Liability and Insurance
31. • Prepare for and attend meetings
• Understand the business judgement rule
• Ask questions and get professional advice if necessary
• Make note of your disapproval
• Make sure the company’s articles, bylaws and D & O insurance
provide maximum protection
Director Guidelines to Avoid Liability
32. The Balance Point, Cary J. Tutelman and Larry D Hause
The Board Game, How Smart Women Become Corporate Directors, Betsy Berkheimer-Credaire
Boards of Directors and the Privately Owned Firm: A Guide for Owners, Officers, and Directors (Hardcover) by Roger H.
Ford
Boards that Deliver, Ram Charon
Boards that Make a Difference: A New Design for Leadership in Nonprofit and Public
Building Better Boards: A Blueprint for Effective Governance (J-B US non-Franchise Leadership), David A. Nadler
Directors and Boards, Tom Horton
Fundamentals of Corporate Governance, Varallo, Dreisbach and Rohrbacher, ABA, 2001
Governance is Governance, Kenneth N. Dayton, Independent sector, 2001
Great Companies Deserve Great Boards, A CEO’s Guide to the Boardroom, Beverly Bahn
The Handbook of Corporate Governance, Edited by Richard LeBlanc, Wiley, 2016
The Historical and Political Origins of The Corporate Board of Directors, Frankin A Gervurts, Hofstra Law Review
Organizations, by John Carver
Owning Up, Ram Charan
Running Board Meetings: How to Get the Most from Them, Patrick Dunne MBA
The National Association of Corporate Directors and national accounting and law firms also routinely generate
interesting papers on current governance topics affecting private companies.
Private Company Governance Resources