Acknowledgments
Preface
1. The Social Contract
2. Tough Love in the Boardroom
3. Why the Right Partnership Matters
4. Leadership Metrics
5. How the Partnership Can Go Wrong: Take-Two Interactive
6. What Directors Need to Know Before Committing to a CEO
7. The Board’s Commitment to the CEO
8. Effective Board Dynamics: How Directors Interact as a Team
Epilogue Is Prologue
Appendix A: Outstanding Directors
Appendix B: Interview with Glenn Hubbard
Notes
Index

The CEO’s Boss, originally published in 2010, is the definitive guide to a productive working relationship between corporate boards and CEOs. Speaking to an era when company directors must monitor the actions and day-to-day operations of their CEO, William M. Klepper offers eight essential lessons to help boards operate more effectively in this bold and independent role. Since the publication of the first edition, Klepper has continued to develop and apply its lessons for a variety of businesses and settings.

In this second edition, Klepper renews the paradigm set forth in the first, with new case studies of companies such as Wells Fargo, BP, Hewlett-Packard, and Proctor & Gamble. Giving directors, executives, investors, and stakeholders the tools to make crucial relationships work, Klepper details the best techniques for selecting the right CEO, establishing a working relationship, and giving effective feedback. He affirms the importance of the social contract between directors and their CEOs, encourages directors to embrace their independence, and teaches executives to value tough love. He revisits the first edition’s case studies and derives new insights from how these companies followed—or failed to heed—the book’s precepts. He also takes a close look at the predictions he made almost ten years ago, providing new forecasts and integrating core knowledge to ensure that The CEO’s Boss remains essential in our ever-changing business landscape.