Searching...
Searching...
7 results for “board relations”
...board ten years ago, and I came in guns blazing. I am going to professionalize this board. I'm gonna run it like a business because I know what I'm doing because I've got BBR in my experience. And the truth is, if you try to run a nonprofit board as
...a board you make sure you provide that is a matter of good governance and a lot of work in committees before you bring that to the leaders of that organization. And then I think part of it is that you're gonna end your term on the board not having so
...board and committee perspective, my role was really to go on a mission of trust and grace. You're spending time one on one. You're being a keen observer of how folks are operating in the room. Watching the committee have a very hard time on the decis
...member who tunes out when the investment person starts talking or you're the nonfinancial spouse, those are the same responses, and I'm gonna use the same toolbox to reengage both parties. I like to tell my team a lot of what our job is with investme
...board have a dashboard they can monitor target allocation, deviation from norms, things like that, so that they can then allow the staff to get on with investing. You mentioned that governance has been a big driver, a big constraint. Maybe it will, m
boards of directors, and then that those boards of directors have the right to set the resourcing for the entire organization, internal and external, including comp. And are those the what we think of as the big pension plans Oh, yeah. Up there? Oh,
...board? This is the role of governance that you astutely pointed out and ultimately there is a lot of best practice governance work that's been developed by Gordon Clark, Roger Erwin, Keith Ambitcheur, and others to kind of talk about what a good boar
Have a podcast?
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.