Topic Overview

In carrying out the governance roles of fiduciary, advisor, and overseer, the board can, in good faith, play the role of advocate: marketing and selling the company to current and prospective employees, customers, and shareholders as a great place to work, buy and invest.

The key to the board and top management practicing sound governance is to focus on their common ground: Protecting the assets of the shareholders; developing and implementing a winning strategy; behaving legally, ethically, and morally. In addition, top management should view the board as a strategic asset and competitive advantage that can help them improve performance. This is a new and somewhat counter-intuitive view of the board-management relationship. By holding the board accountable for helping to exceed shareholder expectations, management will create a harmonious, shared-purpose relationship with its directors while honoring the distinctions and differences between the roles of the board and the roles of management. This is interdependence at its best.

Guest Speakers

Keith T. Darcy, Executive Director of the Ethics and Compliance Officer Association (ECOA)