Cybersecurity
What Boards Should Know About Today’s Threat Actors
Governance Research
Governance Surveys
Directorship Magazine
Key Points
- Boards should reassess leadership during major pressure points, such as CEO transitions or spin-offs, to ensure the chair’s skills remain aligned with the organization's strategic direction.
- The modern board chair archetype requires a "player-coach" who possesses the high emotional intelligence necessary to facilitate difficult dialogue without judgment.
- Conducting structured, one-on-one director interviews is essential to minimize emotional bias and build consensus on the next leader.
This AI-generated summary, based on content on this page, was reviewed by NACD editors for accuracy.
Take the emotion and bias out of the chair succession process by having candid board discussions and clear criteria.
A chair’s conduct can quickly become a board’s crisis.
Consider the recent turmoil at BP. After less than eight months at the helm of the firm’s board, Albert Manifold was ousted in late May over concerns about his governance standards and oversight. Per Reuters, sources familiar with the matter also cited a “pattern of unacceptable behavior” that a whistleblower report had surfaced, though Manifold disputes engaging in misconduct. BP’s stock dropped nearly 10 percent following ...
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Heather Kierzek is the assistant editor of Directorship.
