:How are directors (members of corporate boards) selected? Answer: : Shareholders elect the directors from a list of candidates.
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Aspiring board members and those whose roles involve extensive contact with directors will get fresh insights on how to partner with boards and build boards that add new value to the company.
As a director, you will also be exposed to legal liability stemming from your decisions and the actions you take in your role as a company leader. Board members have a fiduciary duty to the company and its shareholders to act in their best interest.
The program provides intriguing insights into corporate governance, giving directors and C-suite executives the knowledge they need to be high-performing board members that adds significant value to the company.
Executives who attend this program gain a new perspective on corporate board governance and what constitutes a strong board while acquiring the skills to more easily collaborate, lead, and motivate each other and management. Academic Director Michael Useem says Boards That Lead will teach you how to tap into your boards’ potential.
In addition, several other organizations post open board positions or have matching programs available by region.. Another option is to indicate your interest in serving on a nonprofit board on LinkedIn in the Volunteer Experience & Causes section of your profile, which will make it easier for organizations seeking board members to find you!
Bust your own myths. Many women inadvertently hold themselves back from their own board potential by believing outdated myths, like thinking they need to be part of the “old boys’ network” to be viable for a board position.
New board members should get comfortable with the details of the company business model, strategy, financials and senior management. It helps to spend a few days prior to your first board meeting getting to know the business and your management team.
Your fellow board members as well as the management you’ll be interacting with will all bring their own insights and experience to the table, providing incomparable learning opportunities. The networking possibilities are also massive. Developing good relationships with these colleagues will exponentially increase your professional reach in ways that can pay off dramatically in the future. Fellow directors will have connections, skills and expertise that may be valuable to you outside your board service.
And diversity isn’t just about gender and ethnicity—candidates with disparate ages, experience levels, and professional or economic backgrounds offer valuable insights and skills that are particularly welcome, if not critical, in today’s business environment. One study of Fortune 250 companies found that having a variety of experiences and perspectives at the table allows companies to better understand opportunities, anticipate challenges, and assess the various risks, consequences and implications of possible actions. Nontraditional candidates can use these findings to their advantage.
On the positive side, a corporate board seat is an opportunity not only to showcase your professional expertise but also to gain even more knowledge and perspective. As you sift through the many technical, tactical, legal and business issues that come before the board, you will have multiple opportunities to gain a better understanding of corporate strategy and decision making. Some directors say every year of board service is like earning a mini-MBA. Depending on which company you sign on with, a directorship can also offer you a chance to learn a new or adjacent industry.
If you’re considering seeking a directorship, I encourage you to think as strategically about your board aspirations as you do about your overall career goals. In my work with public company boards and management for the past 35 years, I’ve counseled companies, directors and officers in navigating corporate crises or defending U.S. Securities and Exchange Commission and U.S. Department of Justice investigations, securities class actions and fiduciary duty litigation.
The highest-paid directors in 2018 were those at Twenty-First Century Fox, who received average compensation of $2.58 million. In contrast, board members at Applied Materials, which came in at No. 250 in a ranking of highest-compensated corporate directors by research firm MyLogIQ, received retainers of $70,000 each and stock awards of more than $222,000. For many directors, however, the opportunity to help steer a company from stasis to success is the far more valuable reward.
Board members have a fiduciary duty to the company and its shareholders to act in their best interest. If management or the board engages in malfeasance, or even if shareholders simply believe wrongdoing may have occurred, you could be sued.
In Boards That Lead, you will: 1 Understand how the role of a board of directors has changed in today’s increasingly regulated business environment 2 Gain an insider’s view of some of the world’s most dynamic boardrooms from the executives who lead them 3 Acquire the proven road map for designing and leading an effective board 4 Uncover the best methods to recruit and select the most qualified directors 5 Collaborate more effectively as a board director, chairperson, or chief executive
Participants leave the program with a richer peer network, enhanced understanding of corporate governance, and proven strategic principles that they can apply to enhance their own boards.
Boards That Lead: Corporate Governance that Builds Value is designed for current and prospective directors, corporate secretaries, general counsels of a corporation, institutional investors or executives who work for hedge funds or private equity funds, and securities regulators and equity analysts. It is also beneficial for senior-level executives who want to gain an understanding of how directors move beyond monitoring and help lead a publicly traded company.
Wharton’s Boards That Lead takes corporate governance to an entirely new level with a new leadership framework — so we know when to lead, when to partner, and when to just get out of the way. This approach is cutting edge, as was the thought leadership that emerged during our peer-to-peer discussions. An energizing experience — and a ‘must attend’ for all board members."
To be an effective board member, you really need to vet your conscience and speak up, even if your idea is contrary to the prevailing sentiment within the group. Board members must also be cognizant of conflicts of interest that exist among board members, and also within themselves.
This program is held at the Steinberg Conference Center located on the University of Pennsylvania campus in Philadelphia. Meals and accommodations are included in the program fees.
New board members should get comfortable with the details of the company business model, strategy, financials and senior management. It helps to spend a few days prior to your first board meeting getting to know the business and your management team.
Your fellow board members as well as the management you’ll be interacting with will all bring their own insights and experience to the table, providing incomparable learning opportunities. The networking possibilities are also massive. Developing good relationships with these colleagues will exponentially increase your professional reach in ways that can pay off dramatically in the future. Fellow directors will have connections, skills and expertise that may be valuable to you outside your board service.
And diversity isn’t just about gender and ethnicity—candidates with disparate ages, experience levels, and professional or economic backgrounds offer valuable insights and skills that are particularly welcome, if not critical, in today’s business environment. One study of Fortune 250 companies found that having a variety of experiences and perspectives at the table allows companies to better understand opportunities, anticipate challenges, and assess the various risks, consequences and implications of possible actions. Nontraditional candidates can use these findings to their advantage.
On the positive side, a corporate board seat is an opportunity not only to showcase your professional expertise but also to gain even more knowledge and perspective. As you sift through the many technical, tactical, legal and business issues that come before the board, you will have multiple opportunities to gain a better understanding of corporate strategy and decision making. Some directors say every year of board service is like earning a mini-MBA. Depending on which company you sign on with, a directorship can also offer you a chance to learn a new or adjacent industry.
If you’re considering seeking a directorship, I encourage you to think as strategically about your board aspirations as you do about your overall career goals. In my work with public company boards and management for the past 35 years, I’ve counseled companies, directors and officers in navigating corporate crises or defending U.S. Securities and Exchange Commission and U.S. Department of Justice investigations, securities class actions and fiduciary duty litigation.
The highest-paid directors in 2018 were those at Twenty-First Century Fox, who received average compensation of $2.58 million. In contrast, board members at Applied Materials, which came in at No. 250 in a ranking of highest-compensated corporate directors by research firm MyLogIQ, received retainers of $70,000 each and stock awards of more than $222,000. For many directors, however, the opportunity to help steer a company from stasis to success is the far more valuable reward.
Board members have a fiduciary duty to the company and its shareholders to act in their best interest. If management or the board engages in malfeasance, or even if shareholders simply believe wrongdoing may have occurred, you could be sued.