Private Company Director

Interview with Charles Conn

 

News and Articles

A new Deloitte report sees directors increasingly focused on workplace issues and climate change.
Some of directors’ most impactful time is spent in interim meetings, one-off calls and dinners
A successful onboarding of the chief executive depends on communication, shareholder relationships and effective coaching.
This most important governance relationship is more complex for a private company.
Sometimes the easiest way to divine top boardroom concerns is to read the financial news. Or you can always ask your directors!
The process of letting the chief executive go is made easier when the directors keep the best interest of the company in mind.
To find a chief executive who is the perfect match for your company, you must start with a comprehensive pool of candidates, and a list of the right questions to ask them. 
An ideal dynamic between directors and executive leadership requires frank evaluation and overcoming obstacles to success.
There are business and financial advantages for private companies that adopt ESG reporting strategies.

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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