PwC's recent CEO survey found that 62% of executives say their board should replace at least one director, and 49% of executives believe directors come to meetings unprepared. I answered. How would your CEO answer these questions?
Additionally, in PwC's annual survey of corporate directors, 45% of directors say they want to replace someone on their board. What do other board members say about you when you leave the room?
Furthermore, how would shareholders evaluate the board if they were observing it?
For a board to achieve good governance, there must first be good dynamics within the board and between the board and the CEO. But common obstacles often get in the way: personal egos, derailed arguments, rejected opinions, personal biases, and dominant personalities.
Join the CBM Network on May 21st from 1:00pm to 2:00pm ET for an interactive discussion with your board colleagues, led by experienced CEO and director Bart Shuldman, and engage with board members and board members. Please share your experiences and solutions for collaboration within your organization. CEO.
Bart will help you address important questions such as: How do you create a high-functioning board of directors that respects differences of opinion, reads the mood, and can constructively challenge the CEO in ways that grow? , support honest conversations that improve management and company performance?
As part of our discussion, we will consider several different scenarios that can be significantly affected (for better or worse) by board dynamics, including:
> Training for new directors
> Dealing with directors with poor performance
> How to deal with the new next CEO
Plus, how DISC assessments and EQ analysis tools can help you navigate team dynamics, identify potential challenges based on different personalities, and build more collegial and functional boards. Learn what.
About the Board of Directors Briefing Facilitator
Bert Schuldman
During his 30-year tenure at Transact Technologies, Mr. Bart led the company's IPO, strengthened financial oversight, implemented sound governance, and launched the company's DEI and ESG initiatives, while guiding the company's strategic direction. Oversaw growth, global expansion, and technological innovation. Burt also served on the advisory board of a $100 million privately held company for eight years, where he advised the CEO and management team on strategic planning, customer relationship management strategies, manufacturing expansion, and new market development. We have provided support. Bart is an executive and board coach with CEO coaching.
jamie tassa
Jamie has over 20 years of experience in corporate governance and executive education. As the publisher of Corporate Board Member and executive director of the Corporate Board Member Network, she works with strategic thought leaders to improve board performance and fulfill their fiduciary responsibilities to the board member community. He oversees a portfolio of media, content distribution, and event platforms serving the. Additionally, as Vice President of Events for the CEO Group, she manages all programs, from virtual roundtables to her 400-person conferences, across an array of channels including Boards of Directors, CEOs, CFOs, and CHROs. Directs the execution of
