Board and Management Relationships Results

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1-10 of 10 results
  • Hiring a great CEO

    Content Type: CDM Article

    01 Feb 2014

    Karen Gately reveals the secrets to hiring a great CEO and outlines the common mistakes to avoid. Among the most important decisions any board of directors can make is who to appoint to the role of CEO. The decisions CEOs, in turn, make about the managers they entrust to lead their teams ...

  • Cultivating a 'business feel' in the boardroom

    Content Type: CDM Article

    01 Feb 2014

    The commercial world trains us to be objective and rational, but as Steven Segal argues, it doesn’t always attune us to listening to our “gut” for signs of danger. When there is a fire, firemen are called into action by the sound of an alarm bell. When there is an accident on the roa...

  • Q&A with Jac Nasser

    Content Type: CDM Article

    01 May 2013

    Jac Nasser, described as a chairman of chairmen, talks to Tony Featherstone about succession planning, leadership development, board composition and other governance matters at the world’s biggest mining company. It is easy to judge boards only on big events: the CEO appointment, successi...

  • Curb your short-termism

    Content Type: CDM Article

    01 Apr 2013

    Louise Pocock provides some tips on how a board can help management strike a balance between short-, medium- and long-term horizons. An effective board will generally adopt strategies that manage and strike a balance between short-, medium- and long-term horizons. That is, it will pay att...

  • Firing the boss

    Content Type: CDM Article

    01 Mar 2013

    When is it time for an underperforming CEO to go and how should the board handle the termination? Tony Featherstone investigates. Only one board job is harder than hiring the right CEO: firing your most important executive. Persevering too long with the wrong CEO inevitably sees the board...

  • Relationship Between the Board and Management

    Content Type: Director Q and A

    31 Jan 2013

    A productive and harmonious relationship between the board and management is critical for good governance and organisational effectiveness but can be difficult to achieve in reality. The board and management are trying to achieve the same vision and objectives so a partnership based on trust and res...

  • Role of CEO and MD

    Content Type: Director Q and A

    31 Jan 2013

    The CEO is the more senior executive in the organisation. The Managing Director is also the most senior executive but sits on the Board of Directors as well. This Q&A outlines the main aspects of the MD's/CEO's role and the differences between them as well as executive service agreements and del...

  • Advisory Boards

    Content Type: Director Q and A

    31 Jan 2013

    Advisory boards provide non-binding strategic advice to organisations. Unlike statutory boards required by the Corporations Act 2001, they are informal in nature and therefore have greater flexibility in how they are set up and managed. This Q&A describes the role of advisory boards, when a comp...

  • Appraisal of the CEO

    Content Type: Director Q and A

    31 Jan 2013

    The board has the responsibility of assessing the performance of the CEO and has a vested interest in ensuring the CEO is effective. This Q&A explains the process of how to conduct an appraisal, how often they should be carried out and other considerations to take into account to ensure a good r...

  • Vol 10 Issue 8

    Content Type: The Boardroom Report

    02 May 2012

    Unlocking hidden networks; Pressure rises for remuneration committees; More independent directors needed on super fund boards; Room for NFP boards to lift their game; Five ways to boost your team's IQ Unlocking hidden networks More than half the directors participating in a recent survey ci...