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

By Ram Charan, Dennis Carey, and Michael Useem

Is your firm's board creating value--or destroying it. 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.

READ FULL DESCRIPTION

Quantity Price Discount
List Price $35.00  
1 - 24 $28.00 20%
25 - 99 $24.50 30%
100 - 499 $22.75 35%
500 + $22.05 37%

Quick Quote

Lorem ipsum dolor sit amet, consectetur adipisicing elit

Non-returnable discount pricing

$35.00


Book Information

Publisher: Harvard Business Review Press
Publish Date: 12/10/2013
Pages: 304
ISBN-13: 9781422144053
ISBN-10: 1422144054
Language: English

Full Description

Is your firm's board creating value--or destroying it? 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. 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. 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.

About the Authors

A. G. LAFLEY is the chairman and CEO of P&G, which is consistently recognized as one of the most admired companies in the world and a great developer of business leaders. A.G. was named CEO of the year in 2006 by Chief Executive magazine and serves on the boards of GE and Dell. Hi

Learn More


Dennis Carey, a vice chairman of the global executive search firm Korn Ferry, has recruited some of the most successful Fortune 500 CEOs in American business.

Learn More


Michael Useem is William and Jacalyn Egan Professor of Management and director of the Center for Leadership and Change Management, Wharton School, University of Pennsylvania.

Learn More

We have updated our privacy policy. Click here to read our full policy.