xivIntroduction
boardmeetingsmovecloser.When boardmembersmakerequests
(ordemands),CEOs respond.SomeCEOs seektoensurejob
securitybymakingthecareandfeedingofboard members their
toppriority.Theresponsibilityforboardrelations constitutes one
ofthebiggestroleshiftsasanexecutivemovesintotheCEO
position.ItisajobtheCEOcannotdelegate.
ACEOmustfindawaytocometotermswithsuchadomi-
nantfeatureontheorganization allandscape.Iftheboard isan
obstacle,howcanitsimpactbeminimized? Ifitisanasset,how
canitsimpactbemultiplied? Andifitcanbeeither, howcanits
impactbeoptimized?
Thepoliticallycorrectposition isthatboardsareassets. Inthis
view,thingsworkinrealityjustastheyaresupposedtointheory.
Thatis,boardsdeliberate,setdirection,establish policy,hiretheir
chiefexecutives,anddelegateauthoritytothemformanagement.
Clashesbetweenboardsandexecutivesaresymptomsofroledefi-
nitionflawsorofpersonalityorskilldeficitsofindividuals. If
everyonejustknowsandacceptshisorherrole,90percentofthe
problemswillfadeaway.Ifeachpartystaysonthecorrect sideof
themanagement– governance divide,andifboard chairs and
CEOs eachdevotesufficienttimetoboarddevelopment, then
goodwillandharmonywillreign.
I,ontheotherhand,takeamorepragmaticstance,basedon
experienceandundersta ndingofhumannature. Boards canbe
obstaclesorassets.Thelegalstructureandthetraditionalalloca-
tionofboardandCEOresponsibilitie sareinpartproducts of
history,courtdecisions,corporatemodels,andotherrandom fac-
tors.Layeredontopofthisaretheindividualpersonali ties,histo-
ries,philosophies,strengths,andflawsofboard membersand
CEOs.Somearewell-meaning,person allysecure, andmature,
butnotall.Someareuptothechallengesandtasksofleadershi p,
butnotall.Somehavehadintelligent instructionandgoodrole
models,butnotall.Somearepassionateabout mission rather
thanaboutpersonalopportunities,butnotall.AsYogiBerra