More than ever before, employees are asking the companies they work for to take a stand and become actively involved in supporting environmental and social causes. The increasingly visible activism and social engagement of employees is in large part due to changes in technology and culture. On the technology front, internal messaging boards and personal […]
Read More… from Respond to Employee Activists With Clarity and Consistency
A new survey from Stanford University’s Rock Center for Corporate Governance on how investors use information from corporate proxy statements reveals deep dissatisfaction with corporate disclosure about executive compensation. The survey, based on responses from 64 asset managers responsible for a combined $17 trillion — show that even the largest and most sophisticated investors find the […]
Read More… from Investors Complain Proxy Statements Unclear on Executive Pay
The Stanford Graduate School of Business surveyed 924 directors of nonprofit organizations. Conducted in collaboration with BoardSource and GuideStar, the surveyed covered areas such as the engagement of directors, their understanding of a board’s obligations, and the governance structures and processes in place to help them fulfil their commitments. The results show that despite the […]
Read More… from Nonprofit Boards Need Better Skills and Resources to Do Their Jobs
Companies want shareholders who share their long-term investment horizon, according to a survey of 138 North American investor relations professionals. More than 90% of the companies surveyed describe their ideal shareholder as one with a long-term perspective. The reason: by giving companies the freedom to make strategic decisions and long-term investments, long term-focused shareholders help […]
Read More… from The Impact of Ideal Vs Problematic Shareholders
Succession planning is a vital issue for corporations. As CEOs leave, the smoother transitions occur when a successor or a short list of successors has been groomed and is prepared to step into the position. Since it is the board of directors’ responsibility to replace a departing CEO, one would expect that they would be […]
Read More… from Succession Planning: Boards Need to Know Their Senior Managers
Based on a survey of nearly 200 North American CEOs, board directors and senior executives, Stanford’s 2013 Executive Coaching Survey revealed that nearly 2/3 of the CEOs were ‘going it alone’ — without valuable outside advice or coaching. Asked whether they would be receptive to making changes based on feedback, 100% of the CEOs said […]
Read More… from Coaches Needed to Help CEOs and Senior Managers
CEOs tend to be strong in decision-making and the financial elements of their jobs, but weak when it comes to managing their people and developing talent, according to a survey of 160 North American boards of directors and CEOs. Specifically, ‘mentoring skills’ was tied with ‘board engagement’ for first place in CEO weaknesses, followed closely […]
