Boards need to learn to look inward and harness “positive tension” to avoid becoming dysfunctional during a crisis.
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Research from international head hunting firm, Odgers Berndtson, reveals that only 15% of executives believe their leadership will succeed during times of disruption. This is particularly relevant in the current environment, where 88% of senior managers expect even wider and more severe disruption over the coming five years.
Most leaders have every right to be concerned about a growing focus that concentrates unduly on the CEO. It is leadership itself that should be the central focus, not the leader, and our ongoing research has identified that boards which collectively fail to understand and disregard an overt focus on the CEO, instead of
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Responsibility for safeguarding corporate culture falls with board directors, but how can that be done effectively? A good start would be to ask yourselves the following questions at every board meeting.