November 1, 2021
Boards can frequently trace flawed decisions to the process directors used in making the decision: unclear objectives, wrong information, disproportionately weighting options, etc. Often, however, the fault lies not with the process but with the mindset of those making decisions. When directors think about their decision-making in traditional ways, too often they fall through one of these decision-making traps..
October 12, 2021
The role of boards is well understood – they give strategic advice, focus on increasing value, and identify, avoid, or mitigate risk. Yet, sometimes board members, precisely because they are experienced and successful executives, step over the line...
September 28, 2021
Do your board members have a Board Mindset™? How do you know? And how do you strengthen this set of attributes?
September 16, 2021
Virtuosos distinguish themselves by exemplifying E5: excellence, expertise, experience, enterprise, and ethics. They force people to take them seriously. They don’t raise the bar—they set it for everyone else. They serve as gold standards...
August 31, 2021
Despite the rapidly expanding literature in behavioral economics and the popularity of some of its well-known concepts, it is surprisingly tricky to put conclusions from research into practical use. As the behavioral economic theories suggest, this challenge exists because...
August 18, 2021
The most highly functioning boards have established rigorous and targeted reporting that is not burdensome for management to prepare or for directors to read and comment upon. The executive measure, assess, and report on what matters most.
August 5, 2021
When we understand disruption and the people who intentionally create it, we understand how to design it instead of fearing it.
July 14, 2021
Directors are usually intelligent, successful people capable of stepping into the same decision traps as other people. Yet, some manage to make fewer mistakes than others. So, are some people more “trap resistant” than others?
June 28, 2021
As directors, it is not appropriate for you to prescribe a plan for return to work; that is management’s responsibility. It is incumbent upon you to consider the risks accompanying the return to work, in what may be a different work environment, with different employee expectations than in the past.
