Monthly Archives: February 2012

How effective is your corporate secretary?

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“Lately, we’ve been hearing a lot of discussion about effectiveness: effective boardroom, effective governance, effective internal controls and effective leadership. What about the effective corporate secretary?

Effectiveness is the ability to manage, assess, evaluate and remediate a situation that allows a professional to gain a competitive advantage while maximizing a given set of resources. The only problem with effectiveness is being able to maintain it.

Corporate secretaries sit in a unique position. They serve as the liaison between the board and senior management and not only know the needs of boards but also have access to the necessary regulatory resources within a company.

But between increased regulatory pressure and shareholders expecting more accountability, it seems this year will definitely test the abilities of corporate secretaries.

In light of the corporate malfeasance that has permeated a number of corporations and the poor leadership at companies like RIM, Olympus, MF Global, Yahoo!, HP and NewsCorp, boardrooms are now facing increased scrutiny from regulators, shareholders, scholars and industry observers. As a result, in order to remain effective, corporate secretaries must go beyond their usual role when supporting the board. They must be able to give clear direction, be forward-looking, competent, creative and assertive when providing advice. They should also stand clear of any instances of ‘analysis-paralysis’, a common problem that can cripple a lawyer’s decision-making process.

In an exclusive interview with Corporate Secretary, Jonathan Block, general counsel and secretary of Hot Topic, a retail chain specializing in pop-culture clothing and accessories, says that in a corporation the secretary’s role is one of the few required by law.

Although the secretary’s obligatory duties are to keep the minutes and official records of the company, ‘The reality is that an effective secretary should be doing much more than that, when it comes to supporting the company and its board,’ he says…”

Article found on Corporate Secretary, read full article here: Corporate Secretary


Governance in an iPad …

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Leading BoardsWith each new presentation of our  Board Portal (Board Book), Directors are asking the same question about the choice of a tablet. And the first answer is “the tablet doesn’t matter, being an iPad or not”… It rather depends on the tools used by the tablet. If you need “Guitar Hero” which is on the iPad but not on Android, you will havo to go with the iPad …

Several administrations have already equipped their directors with laptop computers. However, there are some directors who continue asking for paper. It’s normal, learning to manage a computer is not a simple task, especially for someone over 60 who never touched one. The reduced learning curve of an iPad for example, istempting. The choice of the tablet, in that case is the iPad. It is no longer a rational decision, but the gadget effect that takes over.

Going paperless is a move that requires some adaptation. The easiest way is replacing paper by a tablet. But the adoption of the “new paper” is helped by the right tools. We see many very frustrated board members using tablets with the tools for desktop computers. Using Intranet or emailed MS office documents can use all of the tablet memory after two board meetings! It’s like driving a Formula 1 on country roads, not a good idea! The use of modern tools like the iPad must be accompanied by  the use of a board portal, otherwise the experience is limited and soon or later paper will be back.

As for the choice, for now at least, an iPad is the best… emotional choice!


Seven habits of spectacularly unsuccessful CEOs: The hall of shame

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“So who are some recent examples of CEOs who have failed at these 7 habits ?

I present to you the people I would consider Charter Members of the Seven Habits of Spectacularly Unsuccessful CEOs Hall of Shame. Each of these men and women have earned the right to be part of this distinguished club. Many of their choices have been befuddling. Their attitudes at times have been head-scratching. Their arrogance has been breath-taking.

Let’s go through them by habit. And keep in mind that the worst CEOs always start by exhibiting one of these habits and then see them snowball into other habits over time…”

This is an extract from Financial Post, to read more: http://natpo.st/wz5x1x