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Agree on the CEO appraisal process, timing, and administrative responsibilities with the CEO and the board in advance CEO objectives should also include a development component Ensure that objective setting and appraisals are SMART (Specific, Measurable, Achievable, Relevant, and Timely) CEOs sourced internally are more successful and the board should make certain that a viable succession plan is continually nurtured A viable succession plan could be implemented today if necessary Link succession planning to a talent retention strategy for the best and brightest Take the time to meet top managers Make certain that succession planning oversight has an owner on the board, either a director, directors, or the governance committee Independent directors control the director nomination process, with input from the CEO Consider director candidates recommended by shareholders under the same criteria as board sourced candidates Develop director candidate criteria from the needs of the board Qualified director candidates willing to serve are becoming scarce This can be overcome by the retention of a search firm that should be hired by, and report to the board A regularly scheduled review or audit can address strategy concerns in a nonthreatening way To avoid the perception of a witch-hunt, develop predefined events that would trigger a reassessment of a director s fitness to serve Knowledgeable directors can reduce board liability Make sure that the board has a viable director development program Directors need access to information Periodic updates between meetings and the receipt of board materials well in advance of a meeting help achieve this objective To prevent misinterpretation of board actions, unofficial drafts, notes, and other board materials are collected and disposed of after the formal minutes are finalized under a routine record retention policy
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ENDNOTES
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1 National Association of Corporate Directors, Learn More about the NACD, NACD Online <http://wwwnacdonline org/nacd/defaultasp user=036C24854999451DAFC28A49D7 28009B (25 March 2005) 2 Securities and Exchange Commission, In the Matter of Caterpillar Inc, Administrative Proceeding File No 3-7692, Exchange Act Rel No 30532, Accounting and Auditing Enforcement Rel No 363, March 31, 1992 3 Bruce M Taten and Robert Barker, Ways to Reduce Risk in Board Evaluations, Directors & Boards 25 (Spring 2004): 21 25 4 David A Nadler, Building Better Boards, Harvard Business Review 82 (May 2004): 102 111 5 Patrick M Lencioni, Five Temptations of a CEO: A Leadership Fable (San Francisco: Jossey-Bass, 1998) 6 Richard Lezin Jones, Jets Inspiring Little Faith In Their Fate, New York Times, 14 December 2004, D1 7 Jeffrey A Sonnenfeld, What Makes Great Boards Great, Harvard Business Review 80 (September 2002): 109 8 Stephen George and Arnold Weimerskirch, Total Quality Management, 2nd ed (New York: John Wiley & Sons, 1998) 9 Jack Welch, Jack Straight from the Gut, (New York: Warner Books, 2001), 157 10 Ram Charan, Ending the CEO Succession Crisis, Harvard Business Review 83 (February 2005): 74 11 Damon Hack, For Patriots Coach, War Is Won or Lost Before Game Begins, New York Times, 3 February 2005, A1 12 Leslie Wayne and Eric Dash, Citing Cancer, Chief Resigns at McDonald s, New York Times, 23 November 2004, C1 13 Welch, 415 14 Louise O Brien, The HBR Interview: Eliot Spitzer: How to Restore the Fiduciary Relationship, Harvard Business Review 82 (May 2004): 70 77 15 Spencer Stuart, Spencer Stuart Board Index 2004, 7 16 Gordon Donaldson, A New Tool for Boards: The Strategic Audit, (Boston: Harvard Business School Press, 2000), 53 78
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CHAPTER
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Other Committees to Have and to Avoid
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very company has particular needs that may be industry driven, culturally related, or determined by the economic environment Where the risk of not meeting these needs significantly endangers the company, the board needs to make certain that they have the information and processes necessary to monitor them At times, oversight is best performed by a committee of the board In this chapter, we evaluate committees, other than audit, compensation, and governance that are popular with some boards
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