000			02929 a2200217 4500
008			140430b xxu||||| |||| 00| 0 eng d
020			_a9781422144053
082			_a658.422
100			_aCHARAN, RAM _913303
245			_aBOARDS THAT LEAD: WHEN TO TAKE CHARGE _cRAM CHARAN, DENNIS CAREY AND MICHAEL USEEM
260			_bHARVARD BUSINESS REVIEW PRESS _c2014 _aBOSTON
300			_aIV, 300 P. _bHARD
505			_aMachine generated contents note: 1.From Ceremonial to Monitor to Leader -- pt. 1 Boards That Work -- 2.First Things First: Define the Central Idea -- 3.Recruit Directors Who Build Value -- 4.Root Out Dysfunction -- 5.Wanted: A Leader of the Board -- pt. 2 Leading the Leaders -- 6.CEO Succession: The Ultimate Decision -- 7.A Question of Fit -- 8.Spotting, Catching, or Exiting a Falling CEO -- pt. 3 Value Creation -- 9.Turning Risk into Opportunity -- 10.Staying Out of the Way -- 11.The Leadership Difference -- 12.A Revised Definition of Corporate Governance -- The Complete Director's Checklists.
520			_aIs 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: (1) Define the central idea of the company, (2) Ensure that the right CEO is in place and potential successors are identified, (3) Recruit directors who add value, (4) Root out board dysfunction, (5) Select a board leader who deftly bridges the divide between management and the board, and (6) 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.
650			_aBOARD OF DIRECTOR _913593
650			_aCORPORATE GOVERNANCE _913594
700			_aCAREY, DENNIS _913304
700			_aUSEEM, MICHAEL _913305
942			_2ddc _cBK
999			_c32400 _d32400