|John Harper: Chairing the Board|
Koottuja ajatuksiani hallituksen puheenjohtajuudesta löytyy täältä.
- Your most important objective as chairman is to try to ensure that your board makes the best possible decisions. (22)
- Experience is great as long as the future resembles the past. If not experience can become downright dangerous. - Gary Hamel, adapted.
- One of the key tasks of a board is to delegate to the managers of the company the authority they need. (47)
- Being in business is about assuming risks, not avoiding them. On the other hand, risks to the business should be minimized wherever possible. (65)
- One definition of risk is that it equates to "what you stand to lose, minus what you can afford to lose." (65)
- It is hard to influence people who don't respect you. (109)
- Your primary concerns should be the cohesion of the board, the integrity of the meeting process, the achievement of the board's purpose and objectives and the goals of the company as a whole. These are best achieved by displaying respect, patience, humour and goodwill. (128)
- Frequently spend some time with each director. (144)
- One of your many roles as chairman of the board is to act as a coach and supporter to the individual directors and to the whole group. (148)
- Essential tasks of the chairman (155): Providing leadership to the board, Taking responsibility for the board's composition and development, Ensuring proper information for the board, Planning and conducting board meetings effectively, Getting all the directors involved in the board's work, Ensuring the board focues on its key tasks, Engaging the board in assessing and improving its performance, Overseeing the introduction and development of directors, Supporting the chief executive/MD.
- The chairman must be influential on who is appointed to the board. (166)
- The success of the board is clearly crucially dependent on the overall calibre and competence of the individual directors, their overall range of knowledge, skill and experience and how well they come together as an effective working group. (171)