Private Company Director

Interview with Charles Conn

 

News and Articles

Private equity boards enable directors to hone their skills without the publicity and liability that can be associated with public boards. 
The SEC’s climate proposal affects private equity firms, whether they trade on U.S. stock exchanges or not.
Boards and CEOs are most effective when they allow themselves to be open to ideas and vulnerable enough to have their own missteps corrected.
Complicating factors include inflation, interest rates and midterm election fallout.
Three questions family enterprises should ask when putting a governance model in place.
The SEC’s Hester Peirce addresses issues with the commission’s recent proposals.
In board meetings, be aware of who is responsible for what.
Honoring the dedication of talent is key to retention success.
Support the board by providing feedback and sharpening your listening skills.
The proper agenda is a must, but so is self-evaluation and diversity.

New Study Shows Succession-Planning Gap

A new study about CEO succession by the Stanford University Rock Center for Corporate Governance and The Institute of Executive Development (IED) shows that a large percentage of top companies are not paying enough attention to succession planning.

Private Sector Added 139,000 Jobs in February

According to a monthly jobs report from payroll-management company ADP shows that the private sector added 139,000 jobs during the month of February.

  According to Forbes.com, the results came in below the 160,000 economists expected and well below the 12-month average.

 

  Businesses with one to 49 employees added the most jobs during the month at 59,000. Medium-sized businesses with 50 to 499 employees added 35,000 and large businesses with 500 to over 1,000 employees added 44,000 jobs.

Look beyond your personal network to recruit top-level board members

One of the challenges unique to privately owned family businesses is that the longer they're around, the bigger the family gets. And in many cases, as the family grows, so does the number of shareholders.

Family businesses often pass ownership on to family members, of course, which means that by the third generation there can be a virtual sea of family shareholders. In order to satisfy the needs of everyone in the expanded ownership group, the business must grow and continue to be profitable.


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