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Ram Charan + Dennis Carey + Michael Useem – BOARDS THAT LEAD : When To Take Charge, When To Partner, And When To Stay Out Of The Way

BOARDS THAT LEAD : When To Take Charge, When To Partner, And When To Stay Out Of The Way

Ram Charan + Dennis Carey + Michael Useem


Explores The Role of Corporate Boards In Effective Governance And Leadership Within Organizations

Remarks Free Cover-Pages Wrapping
ISBN 9781422144053
Book Condition LIGHTLY USED
Publisher Harvard Business Review Press
Publication Date 10 December 2013
Pages 304
Weight 0.65 kg
Dimension 24 × 16 × 3 cm
Availability: 1 in stock

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1 in stock

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★★ Directors & Boards magazine’s “Governance Book of the Year.”★★
Is your firm’s board creating value—or destroying it? This book focuses on corporate governance and the role of boards in guiding organizations to success. The authors advocate for a new governance model that challenges traditional boardroom practices. The book provides practical knowledge about micro-level corporate governance through the presentation of original business cases
Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way.
Ram Charan, Dennis Carey, and Michael Useem are well-known authors in the field of business and leadership. They likely draw on their extensive experience and expertise to provide insights into effective board leadership and decision-making. Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives.

The book delves into the multifaceted responsibilities of corporate boards, including when it’s appropriate for boards to take a more active role in decision-making, when collaboration with management is crucial, and when boards should allow management to take the lead. The authors may use case studies, real-world examples, and interviews to illustrate the different scenarios and approaches discussed in the book.
Based on personal interviews and the authors’ broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to:
● Define the central idea of the company
● Ensure that the right CEO is in place and potential successors are identified
● Recruit directors who add value
● Root out board dysfunction
● Select a board leader who deftly bridges the divide between management and the board
● Set a high bar on ethics and risk
With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for businesspeople everywhere—whether they occupy the boardroom or the C-suite. In summary, this book is a comprehensive guide that offers practical advice and insights for board members, executives, and anyone interested in understanding how effective boards contribute to an organization’s success.
Here is an overview of the book’s main themes and content:

◆ Board Leadership: The book delves into the evolving role of corporate boards and their impact on organizational performance. It discusses the importance of boards going beyond their traditional oversight function and actively participating in the leadership and strategic direction of the company.

◆ Three Leadership Modes: The authors introduce the concept of three leadership modes for boards: “Governance Mode” (oversight), “Partnering Mode” (collaboration with management), and “Intervention Mode” (direct involvement in critical decisions). They provide guidance on when each mode is appropriate and how boards can navigate between them.

◆ Case Studies: The book draws on real-world case studies of companies and boards that have successfully leveraged these leadership modes. It offers practical insights and examples of how boards can make a positive impact on their organizations.

◆ Board Dynamics: “Boards That Lead” also explores the dynamics of board composition, including the roles of independent directors, CEOs, and other board members. It discusses how diverse perspectives and skill sets can enhance board effectiveness.

◆ Leadership Challenges: The authors address common challenges faced by boards, such as CEO succession planning, crisis management, and strategic decision-making. They provide strategies for boards to tackle these challenges effectively.

◆ Staying Informed: The book emphasizes the importance of continuous learning and staying informed about industry trends, governance best practices, and regulatory changes.
Overall, “Boards That Lead” is a comprehensive guide for directors, executives, and anyone interested in the role of corporate boards in modern organizations. It offers practical advice on how boards can provide leadership and strategic guidance while maintaining effective governance. The book encourages a proactive and engaged approach to board leadership that can contribute to the long-term success of companies.
About the Authors :
Ram Charan is a business adviser who has worked with executives and directors of many companies, including DuPont, GE, Novartis, Verizon, and RBS Group (Brazil). He has served on the Harvard Business School faculty, teaches in Wharton Executive Education, and serves on the board of Hindalco (India). He is the author of eighteen books.
Dennis Carey is Vice Chairman of Korn/Ferry International. He has placed some of the most prominent chief executives and corporate directors in the United States, including those at 3M, American Express, Goldman Sachs, GSK, Humana, MCI, and Tyco International. This is his fourth book on CEO succession and corporate governance.
Michael Useem is a professor of management and the director of the Center for Leadership and Change Management at the University of Pennsylvania’s Wharton School. He offers courses on leadership and has authored books on leadership and corporate governance, including The Leadership Moment and Investor Capitalism.

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