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    Boards That Lead: When to Take Charge, When to Partner, and When to Stay out of the Way (Harvard Business School Press) (Hardback) By (author) Ram Charan, By (author) Dennis C. Carey, By (author) Michael Useem

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    DescriptionIs your firm's board creating value--or destroying it? Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map--for when to lead, when to partner, and when to stay out of the way. Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model--a sharp departure from what has been demanded by governance activists, raters, and regulators--and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors' broad and deep experience working with executives and directors from dozens of the world's largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to: * Define the central idea of the company * Ensure that the right CEO is in place and potential successors are identified * Recruit directors who add value * Root out board dysfunction * Select a board leader who deftly bridges the divide between management and the board * Set a high bar on ethics and risk With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for businesspeople everywhere--whether they occupy the boardroom or the C-suite.


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  • Full bibliographic data for Boards That Lead

    Title
    Boards That Lead
    Subtitle
    When to Take Charge, When to Partner, and When to Stay out of the Way
    Authors and contributors
    By (author) Ram Charan, By (author) Dennis C. Carey, By (author) Michael Useem
    Physical properties
    Format: Hardback
    Number of pages: 304
    Width: 157 mm
    Height: 239 mm
    Thickness: 28 mm
    Weight: 476 g
    Language
    English
    ISBN
    ISBN 13: 9781422144053
    ISBN 10: 1422144054
    Classifications

    BIC E4L: BUS
    B&T Merchandise Category: GEN
    B&T Book Type: NF
    Nielsen BookScan Product Class 3: S4.2
    B&T Modifier: Region of Publication: 01
    B&T Modifier: Subject Development: 20
    B&T Modifier: Academic Level: 05
    LC subject heading:
    B&T Modifier: Subject Development: 10
    B&T General Subject: 180
    Warengruppen-Systematik des deutschen Buchhandels: 17850
    Ingram Subject Code: BE
    Libri: ENGM8000, BUSI5056, MANA1000
    BISAC V2.8: BUS063000
    B&T Approval Code: A48404220, A48404230
    LC subject heading:
    B&T Approval Code: A48404238
    DC22: 658.422
    BISAC V2.8: BUS071000, BUS085000
    LC subject heading: , ,
    DC22: 658.4/22
    BIC subject category V2: KJRD
    LC subject heading: ,
    BISAC V2.8: BUS104000
    LC subject heading:
    DC23: 658.422
    LC classification: HD2745 .C44195 2014
    Thema V1.0: KJMB, KJU, KJR, KJC
    Illustrations note
    illustrations (black and white)
    Publisher
    Harvard Business Review Press
    Imprint name
    Harvard Business Review Press
    Publication date
    10 December 2013
    Author Information
    Ram Charan is a business adviser who has worked with executives and directors of many companies, including DuPont, GE, Novartis, Verizon, and RBS Group (Brazil). He has served on the Harvard Business School faculty, teaches in Wharton Executive Education, and serves on the board of Hindalco (India). He is the author of eighteen books. Dennis Carey is Vice Chairman of Korn/Ferry International. He has placed some of the most prominent chief executives and corporate directors in the United States, including those at 3M, American Express, Goldman Sachs, GSK, Humana, MCI, and Tyco International. This is his fourth book on CEO succession and corporate governance. Michael Useem is a professor of management and the director of the Center for Leadership and Change Management at the University of Pennsylvania's Wharton School. He offers courses on leadership and has authored books on leadership and corporate governance, including The Leadership Moment and Investor Capitalism.
    Review quote
    Directors & Boards magazine's "Governance Book of the Year." "... a must for anyone who sits on a major corporate board--or who wants to understand them... Their very helpful book provides lessons from their experiences, as well as practical advice to others going through the transformation." -- Wall Street Journal "The writers know their stuff...the authors know their audience." -- Financial Times "... a compelling account of a new leadership model for the modern corporation..." -- Directors & Boards magazine "The authors - Ram Charan, Dennis Carey, and Michael Useem--each an expert and practitioner in the field, throw a lot of insights on how companies can benefit from having boards that work rather than just exist." -- Financial Express (India) " a wise and comprehensive book." -- The Globe and Mail "The summarised action points at the end of each chapter allows busy readers to takeaway key thoughts to chew on at their own time of reflection." -- BusinessLeadershipManagement (BLM), The Executives Magazine "Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. Ram Charan, Dennis Carey and Michael Useem advocate a new governance model and reveal the emerging practices that are defining shared leadership of directors and executives. With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey and Useem provide a smart and practical guide for business people everywhere - whether they occupy the boardroom or the C-suite." -- Strategic Management Bureau (UK) ADVANCE PRAISE for Boards That Lead: Alan Mulally, CEO and President, Ford Motor Company-- "Boards That Lead provides the essential road map for corporate leadership. With gripping accounts and compelling illustrations, Charan, Carey, and Useem show how directors can lead in strategic partnership with company executives. This is a game changer, required reading for all who seek to bring out the best in their boards." Fred Hassan, Managing Director (Healthcare), Warburg Pincus; Chairman and director, Bausch + Lomb; former Chairman and CEO, Schering-Plough; former lead director, Avon Products; director, Time Warner-- "This book shows how, through leading, partnering, and delegating, boards are now starting to shape the architecture of the company in unprecedented ways. This book is rich with stories--there is nothing like learning from three world-leading practitioners on advancing board capabilities to get the company to raise its game." Roger W. Ferguson, Jr., President and CEO, TIAA-CREF-- "Boards That Lead offers an illuminating road map for how a board of directors can effectively engage and motivate its corporate management team to successfully navigate even the most complex of situations. This book should be on the 'must-read' list of every corporate board member and senior executive." Ivan G. Seidenberg, former Chairman and CEO, Verizon Communications; former Chairman, Business Roundtable-- "This research, complete with compelling anecdotes and practical information, brilliantly explores how creative, flexible, and innovative processes provide the foundation for long-term, sustainable partnerships between the board and the companies they serve. This work captures the true innovation intended to guide the leadership mandate for any board." Maggie Wilderotter, Chairman and CEO, Frontier Communications; director, Procter & Gamble and Xerox Corporation-- "Boards That Lead is chock full of real-world examples that directors can use to improve their leadership and decision making--an impressive one-stop shop outlining board member roles, responsibilities, and actions, including the boundaries that boards and companies often fail to recognize. The checklists for putting this advice into action are comprehensive and practical-- the best I have seen."