What should NEDs do when the CEO leaves the board?

With the average tenure of a FTSE100 CEO at 5 years and two months it is highly likely that most boards will have to face the transition of the top executive position at one time or another. Regardless of the reason for the CEO’s departure, it can be an unsettling time for the organisation andContinue reading “What should NEDs do when the CEO leaves the board?”

Practical advice for NEDs when appointing a ‘leapfrog’ CEO

In their article, Leapfrog Succession: A New Trend in Appointing CEOs by Roselinde Torres, Gerry Hansell, Kaye Foster and David Baron, the authors identified an emerging trend whereby an increasing number of CEOs are ‘leapfrog leaders’ meaning that they have been fast-tracked past the more senior executives in the organisation. The reasons for making theseContinue reading “Practical advice for NEDs when appointing a ‘leapfrog’ CEO”

Kids Company, Corporate Governance and Conflicts of Interest

The role of Chairman is often misunderstood, particularly by those occupying the position but it is during a crisis that they should really come to the fore, becoming the public face of the organisation and taking the heat off the Chief Executive, to allow them to focus on running the business.

10 things Non-Executive Directors can do to satisfy their legal responsibilities

Falling foul of the law can have serious consequences for Non-Executive Directors – here are 10 steps you can take to avoid it happening The 2006 UK Companies Act, which sets out the legal duties and responsibilities of Company Directors, is one of the longest pieces of legislation ever written. Falling foul of the lawContinue reading “10 things Non-Executive Directors can do to satisfy their legal responsibilities”

Working with the board in the 21st century

In pursuit of these objectives, with the goal of creating and maintaining sustainable businesses, boards can make use of the guidance and support provided by Non-Executive Directors, Consultants, Coaches and Mentors.

If you have the skills to work with boards in these roles, then it is vital that you have a thorough understanding of the issues facing boards in the 21st Century which are shaping the way in which businesses of all shapes and sizes in the private, public and voluntary sectors need to be run.

Is your board dysfunctional?

Does your board have directors who trust each other, are committed, are comfortable with conflict, hold each other to account and are focused on results?

How many FTSE 100 Boards can one man chair at the same time? Part 2

Following on from my previous post about Sir John Peace who seemed to be able to chair 3 FTSE 100 Boards at the same time SABMiller have announced the appointment of Jan du Plessis, who is currently the chairman of Rio Tinto, as chairman – which will make him chairman of two FTSE 100 companies.

How many FTSE 100 Boards can one man chair at the same time?

Given the demands of chairing a FTSE 100 board, I would have thought the answer to that question is just the one. This is not the case for Sir John Peace though, who currently chairs 3 – and all of them in some degree of trouble with their shareholders.