High Performance Boards. Didier Cossin

Personality Age Social Background We Have Embraced Diversity … Now What? The Chair's Role in Building and Nurturing Diversity Notes Chapter 24: The Talent Pipeline The Board's Responsibility for Talent Management The New Talent Dynamic: Culture, Values, Community Notes Chapter 25: Boards and Social Media1 JP Morgan's Failed Foray into Twitter Q&A Why Boards Should Understand Social Media What Boards Should Do Notes Chapter 26: Boards and Investors The Move toward Increasing Shareholder Engagement Note Chapter 27: Managing Stakeholders Shareholders vs. Stakeholders: A Definition How to Identify a Company's Key Stakeholders The Board Can Be Instrumental in Shaping the CEO–Stakeholders Conversation Anticipating Stakeholders' Influence and Impact Notes Chapter 28: Stewardship from the Board Building Upon a Rich Cross-Disciplinary Legacy of Thought Psychological, Organisational, and Cultural Influences on Stewardship Steward Leaders Build on their Unique Strengths to Drive Stewardship Steward Leaders Deliver Long-Lasting, Meaningful, and Inclusive Impact Becoming a Steward Leader: What it Takes Stewardship Risks Boards Are Key to Fostering Stewardship Note

      10  Conclusion

      11  Index

      12  End User License Agreement

      List of Tables

      1 Chapter 3Table 3.1 Behaviours of Successful Directors – A Checklist

      2 Chapter 4Table 4.1 Traditional Board Competencies (Rating From 1 to 10, With 10 Full Expe...Table 4.2 Example of Board Skill Map

      3 Chapter 6Table 6.1 Examples from Three Large Organisations

      4 Chapter 7Table 7.1 Red FlagsTable 7.2 Boardroom Discussion and Decision StylesTable 7.3 NEO PI-R: NEO Personality Inventory – Revised4Table 7.4 Reinforcing Board Culture

      5 Chapter 8Table 8.1 The Danger Zone: Board Failures

      6 Chapter 13Table 13.1 Director's Independence Questionnaire

      7 Chapter 23Table 23.1 The Board History Exercise

      List of Illustrations

      1 Chapter 1Figure 1.1 Governance Excellence Rests on Four Pillars

      2 Chapter 2Figure 2.1 Transformational Leadership PrinciplesFigure 2.2 Components of S&P500 Market Value.Figure 2.3 The Governance DNA

      3 Chapter 3Figure 3.1 Reinforcing Board CultureFigure 3.2 The Roots of Good Judgement: Mapping One's Strengths and Weakness...

      4 Chapter 4Figure 4.1 The Roles of the Board. Source: Adapted from Strebel (2004)Figure 4.2 An example of typical board tasksFigure 4.3 A board action plan from a sovereign wealth fund

      5 Chapter 5Figure 5.1 Mapping Board Information Completeness

      6 Chapter 7Figure 7.1 Mapping Board Alliances

      7 Chapter 10Figure 10.1 The Dunning–Kruger effect.

      8 Chapter 12Figure 12.1 Mapping Influencers for Rebuilding Trust

      9 Chapter 13Figure 13.1 The Four-Tier Pyramid of Conflicts of Interest

      10 Chapter 14Figure 14.1 The Fraud Triangle.Figure 14.2 Fraud Risk at Board LevelFigure 14.3 Creating an Effective Control EnvironmentFigure 14.4 Corporate Governance Framework of Industrial and Commercial Bank...Figure 14.5 The Evolution from Compliance to Conduct and Integrity.Figure 14.6 Compliance and Integrity – Yesterday and Today.Figure 14.7 Fraud Factor AssessmentFigure 14.8 Preventive ActivityFigure 14.9 High-Level Fraud Detection

      11 Chapter 15Figure 15.1 The role of the board in strategy is affected by context

      12 Chapter 18Figure 18.1 Holdings Governance Map

      13 Chapter 19Figure 19.1 Entrepreneurial Orientation from the Board

      14 Chapter 20Figure 20.1 M&A board orientationFigure 20.2 A board M&A process

      15 Chapter 21Figure 21.1 Five Golden Rules Inspired by Great Chair (such as Ri...

      16 Chapter 23Figure 23.1 Diversity at the Board LevelFigure 23.2 Cultural Iceberg.Figure 23.3 Individual NEO Profiles of a BoardFigure 23.4 The Impact of Diversity on Board Performance.

      17 Chapter 25Figure 25.1 Social media comment and response protocol.Source: Based on data...

      18 Chapter 28Figure 28.1 Stewardship's Three DimensionsFigure 28.2 The Stewardship LandscapeFigure 28.3 The