Corporate Boards That Create Value: Governing Company Performance from the Boardroom
October 2002, Jossey-Bass
1. The Value of Boards.
2. Designing the Board's Job.
3. Forging Group Leadership.
4. Connecting to Management.
5. Setting Expectations for Management Performance.
6. Reporting Board and Management Performance.
7. Maintaining the Gains.
8. Getting There from Here.
B. The Case for a CGO.
C. Chair and CEO: One Person or Two?
D. Inside Directors.
E. Sample Board Policies Under Policy Governance.
F. Sample Monitoring Report Under Policy Governance.
Caroline Oliver is the general editor of The Policy Governance Fieldbook (1999) and a founder and current chair of the International Policy Governance Association. Oliver has worked with boards in the United States, Canada, and the U.K. and writes, speaks, and consults on governance across all sectors.
getAbstract.com, 11/02 "In Corporate Boards That Create Value, Carver and Oliver offer totally new insights into an old topic. This rare and remarkable book provides a logical framework for governing in an efficient, accountable manner. The authors' easily understood and brilliantly explained methodology shows how directors can provide complete accountability to shareholders and also empower the management of the enterprise." --James Gillies, Ph. D., Professor Emeritus, Schulich School of Business, York University, Toronto, and author of Boardroom Renaissance: Power, Morality and Performance in the Modern Corporation
"The message of John Carver's and Caroline Oliver's book is clear-governance is the job of the board. It must be the key focus of the board and under its direction and control. By actively implementing the roadmap provided by the authors, progressive boards will be able to demonstrate that they are committed to promoting a culture of good corporate governance." --John Hall FAICD, CEO, Australian Institute of Company Directors
"Carver and Oliver give us a clear, practical, and effective model for governance. This is a model that enables boards to fully grasp their role as trustees and yet frees management to achieve the 'ends' the ownership wants and deserves. Must reading for board members and executives." --Jack Lowe, Jr., Chair and CEO, TDIndustries, Dallas
"Corporate Boards That Create Value is a veritable tour de force in the area of corporate governance, a major breakthrough in board leadership. In my opinion, the title Chief Governance Officer and the special illumination of the role and responsibility of those who would serve in that position are the greatest furtherance of servant leadership since Robert K. Greenleaf wrote the original essay, 'The Servant as Leader.'" --JimTatum, CEO Tatum Motor Company, community college leadership consultant, and former chairman of the R.K. Greenleaf Center for Servant Leadership
"Carver and Oliver provide a unique and innovative model for corporate governance. What's even more remarkable is that the structure of the model allows corporate governance policy to be crafted to tackle the real life day-to-day issues facing both boards and management. In so doing, the model provides all stakeholders the comfort of knowing that a rationally structured approach exists for addressing corporate governance and, thereby, fiduciary responsibilities." --Christine Jacobs, chairman and CEO, Theragenics Corporation (Forbes' America's 200 Best Small Companies, 2001) Duluth, Georgia
"Carver and Oliver will challenge your most fundamental beliefs about corporate governance-a true breakthrough in thinking. Investors, directors, and executives should heed their message." --Dana R. Hermanson, C.P.A., Ph.D., Director of Research, Corporate Governance Center, Kennesaw State University, Kennesaw, Georgia