Distinguished governance experts offer cures for what ails our boards of directors In light of corporate malfeasance in recent years, the governance of corporations has been receiving great attention from regulators, researchers, shareholders, and directors themselves. Based on Richard Leblanc's in-depth five-year study of 39 boards of directors of both for- and not-for-profit organizations, Building a Better Board goes behind the scenes to reveal the inner workings of boards of directors, including how they make decisions. Recently chosen as one of Canada's "Top 40 Under 40"(TM), Dr Richard Leblanc is an award-winning teacher and researcher, certified management consultant, professional speaker, professor, lawyer and specialist on boards of directors. He can be reached at [email protected]. James Gillies, PhD (Toronto, Ontario, Canada), is Professor Emeritus at the Schulich School of Business, York University, where he serves as Chair of the Canada-Russia Corporate Governance Program.

Why top scholars make the best university leaders Socrates in the Boardroom argues that world-class scholars, not administrators, make the best leaders of research universities. Amanda Goodall cuts through the rhetoric and misinformation swirling around this contentious issue—such as the assertion that academics simply don't have the managerial expertise needed to head the world's leading schools—using hard evidence and careful, dispassionate analysis. She shows precisely why experts need leaders who are experts like themselves. Goodall draws from the latest data on the world's premier research universities along with in-depth interviews with top university leaders both past and present, including University of Pennsylvania President Amy Gutmann; Derek Bok and Lawrence Summers, former presidents of Harvard University; John Hood, former vice chancellor of the University of Oxford; Cornell University President David Skorton; and many others. Goodall explains why the most effective leaders are those who have deep expertise in what their organizations actually do. Her findings carry broad implications for the management of higher education, and she demonstrates that the same fundamental principle holds true for other important business sectors as well. Experts, not managers, make the best leaders. Read Socrates in the Boardroom and learn why.

Throughout the 20th century, American corporations were governed by autocratic, almost unaccountable chief executives. Their word was law and the only check on their power was a board of directors composed of their friends and allies. Then, in a stunning reversal, a momentous series of firings deposed the heads of some of the world's best-known companies: AIG, Morgan Stanley, Boeing, Hewlett-Packard and Pfizer, just to name a few. Formerly unchallenged CEOs found themselves under fire, often from their own handpicked boards. The number of deposed executives is astonishing. In 2004, the leaders of 600 companies were asked to leave. That number more than doubled in 2005 and reached 1,400 companies in 2006. Flexing new muscles, directors are assuming new and unfamiliar responsibilities. In Revolt in the Boardroom, Alan Murray reveals the inner workings of the new seat of power. Using the access afforded to him by his influential Wall Street Journal column, Murray tells the story of three seminal board revolts—the now-famous Hewlett-Packard drama, the ousting of Boeing's Harry Stonecipher and the end of the reign one of the world's most autocratic executives, Hank Greenberg at AIG. Murray goes further to chart the history of the corporation, the rise of governance and the effects of the new power gained by outside institutions like hedge funds and interest groups. Through it all, Murray shows how the job of chief executive has rapidly and permanently changed. Leaders like A. G. Lafley and Jeff Immelt govern instead of rule, build alliances and support instead of dictating direction and pay careful attention to a broader range of stakeholders than ever before. Revolt in the Boardroom is the first look at the new world of corporate power and the last word on the transformational events of the last two years.

Sassy, funny, blunt, and definitely not sugar coated, Don’t Burp in the Boardroom examines etiquette in the workplace, from the warehouse to the top floor. While the outerwear may be different, the dilemmas from cubicle to corner office are the same. Rosalinda Randall delves into common predicaments like food, the break room, social media and electronics, office romances, or how to make a good impression when you’re new on the job. She also delves into the uncommonly common like catching your boss in an unfortunate position and how to avoid that one co-worker who always wants a hug. In today’s modern, fast-paced, crazy lifestyle we think we don’t have time for etiquette. We might believe that it is outdated, irrelevant, or even pretentious. But Don’t Burp in the Boardroom talks about etiquette without mentioning etiquette! How’s that possible? Because Rosalinda defines etiquette as an attitude. What’s yours like?

Renowned business gurus Al and Laura Ries give a blow-by-blow account of the battle between management and marketing—and argue that the solution lies not in what we think but in how we think There's a reason why the marketing programs of the auto industry, the airline industry, and many other industries are not only ineffective, but bogged down by chaos and confusion. Management minds are not on the same wavelength as marketing minds. What makes a good chief executive? A person who is highly verbal, logical, and analytical. Typical characteristics of a left brainer. What makes a good marketing executive? A person who is highly visual, intuitive, and holistic. Typical characteristics of a right brainer. These different mind-sets often result in conflicting approaches to branding, and the Ries' thought-provoking observations—culled from years on the front lines—support this conclusion, including: Management deals in reality. Marketing deals in perception. Management demands better products. Marketing demands different products. Management deals in verbal abstractions. Marketing deals in visual hammers. Using some of the world's most famous brands and products to illustrate their argument, the authors convincingly show why some brands succeed (Nokia, Nintendo, and Red Bull) while others decline (Saturn, Sony, and Motorola). In doing so, they sound a clarion call: to survive in today's media-saturated society, managers must understand how to think like marketers—and vice versa. Featuring the engaging, no-holds-barred writing that readers have come to expect from Al and Laura Ries, War in the Boardroom offers a fresh look at a perennial problem and provides a game plan for companies that want to break through the deadlock and start reaping the rewards.

One way or another, every church will eventually lose its pastor or minister, yet few congregations prepare for this dramatic event. The pastor's departure evokes a range of reactions and problems--sorrow and grief, uncertainty, loss of mission and momentum, power struggles--yet no one wants to talk about this elephant in the church boardroom. Carolyn Weese and J. Russell Crabtree--experts in the field of church leadership--have written a nuts-and-bolts guide to developing a succession plan for smooth pastoral transitions. Filled with strategies and solid advice, this handy resource is based in solid research and the authors' many years of experience working with churches in a wide variety of denominations. Weese and Crabtree clearly show that leadership succession should be part of every church's planning process. Using assessment tools and quizzes, the book walks church leaders through the process of identifying their particular church's culture type and creating a succession plan that will meet their congregation's needs. Firmly rooted in biblical principles and the best management thinking, The Elephant in the Boardroom puts the focus on health, asset building, and resiliency. Its many examples from real-life situations and solid explanations offer elders, deacons, board members, and other lay leaders a how-to manual for planning, preparing, and executing a leadership transition.

Activist investors have sent shockwaves through corporations in recent years, personally targeting directors and executives at some of the world’s largest companies. No longer satisfied with operating on the fringes of business, they are now a firm fixture in the boardroom. Up to a quarter of public companies could be targeted by activist campaigns in the coming years, with directors and executives at those corporations threatened with losing their jobs. The trend, which began in corporate America, has spread to the UK, Europe and Asia, taking in several high profile companies. Barbarians in the Boardroom tells a compelling story of boardroom bust ups, dumped CEOs triumphant activists and pared back companies. It reveals real-life examples and interviews with executives and investors to explain why and how activist investors have managed to storm Wall Street and tear down City citadels. Owen Walker provides an insight into the way activists think, how they decide to target a company and how directors and executives could possibly work with them rather than against them. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.