Corporate Concinnity in the Boardroom

Corporate Concinnity in the Boardroom

Received for Review –  Corporate Concinnity in the Boardroom: 10 Imperatives to Drive High Performing Companies

Corporate Concinnity in the Boardroom

“ . . .a really important book about how to maximize the performance of companies and provides rare, clear common sense guidance for Boards of Directors that is worth its weight in gold.” –Hap Klopp, Founder and former CEO, The North Face, author, lecturer, serial entrepreneur 

Nothing should be more important than building exceptional, sustainable leadership teams, effective governance platforms, and a strategy to make them work well together.  According to her publisher, forward-thinking board members, C-suite executives, family business owners, and investors who are committed to excellence and continuous improvement in governance will be well served by embracing the framework that advisor Nancy Falls outlines in her new book Corporate Concinnity in the Boardroom: 10 Imperatives to Drive High Performing Companies. 

Corporate governance is best defined as the structure through which a board of directors helps a company meet its goals and objectives, while simultaneously ensuring that it meets its obligations to multiple stakeholders.  Good corporate governance requires concinnity, the harmonious adaptation and integration of all parts – the arrangement of people, processes, and systems to balance the diverse goals of stakeholders as the company goes about the work of achieving its goals.

Nancy Falls

Nancy Falls

A seasoned senior executive with thirty years of leadership roles in the C-Suite, managing board level responsibilities, P&L accountability, and complex financial management navigation, Falls has made a career out of helping companies get leadership and governance right.  In Corporate Concinnity in the Boardroom, she introduces a new structure for corporate governance, The Corporate Concinnity Framework, as a better way for governing corporations.

The Framework is comprised of ten distinct imperatives:

  1. Draw a Line in the Sand:  Clarify roles and responsibilities of the CEO, other executives, and the board
  2. Don’t Go Overboard:  Get the correct people around the table doing the right things
  3. Assemble at the Same Starting Blocks:  Be deliberate about consensus, identifying the starting position, the direction that will be taken, and what it takes to get there 
  4. Mind the Stakeholder Gap:  Tend carefully to the interests of multiple diverse stakeholders.
  5.  Manage Your Information Appetite:  Determine exactly what information is needed (no more, no less) from management in order to do the best job in the boardroom
  6. Be Prepared:  Culture and Change Readiness:  Be clear on the responsibility for culture and the board’s role, with the CEO, in managing culture and change
  7. Don’t Leave Compensation to the Experts:  Get CEO and C-suite compensation right 
  8. Bench Your Inner Coach:  Understand the CEO and C-suite’s need for a coach and the very different role that a board member plays 
  9. Off-Board Well:  Appreciate the inevitability of CEO, C-suite, and boardroom turnover and work hard to not make it ugly
  10. Cultivate Wisdom:  Work continuously to think vs do, reflect vs react, and be compassionate vs insensitive or uncaring

In the process of driving results, the Corporate Concinnity in the Boardroom’s nine practical, tangible things boards should do, combined with the tenth imperative – a way of being, of wisdom – can radically change the effectiveness of a board’s work and drive constructiveharmony in the boardroom and with the CEO and his or her team.  The outcome will be not only vastly improved corporate performance, but also relationships that are far more enjoyable. 

About the AuthorThe Concinnity Company

Nancy Falls is a founder and CEO of The Concinnity Company, a firm that helps companies transform the way their boards and leadership teams work together.  With more than thirty years of experience in and around the C-suite and the boardroom, Falls is a leadership and governance expert who understands what it takes to drive authentic success.  A former Associate Provost for Finance and Administration at Vanderbilt University, she has held executive positions at Fleet Bank (now Bank of America), MagneTek, Ucar International (now GrafTech), and Tatum.  Falls is a Governance Fellow of the National Association of Corporate Directors.  She and her family live in Nashville, Tennessee.

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