Why the CEO Shouldn’t Also Be the Board Chair
hbr.org
Saved by Danielle Vermeer
Why the CEO Shouldn’t Also Be the Board Chair
Saved by Danielle Vermeer
write-up should include both a detailed description of the issue and the proposed solution.
if your group is brand new (or evolving rapidly), you likely haven’t yet 100 percent nailed down what repeatable and scalable success looks like. In that case, you need a director. You need someone who has created processes from scratch, knows when things are going awry, and (more importantly) has the skills to fix things.