Dr. Laurence J. Stybel’s Post

What Would YOU Do? As a Board member, keeping the CEO is intolerable.  Firing the CEO is intolerable. Read Attorney Stephen Honig’s Case: https://lnkd.in/g67xwWYY Watch 25 invited Board members at “Seat at the Table” discuss this case with Stephen Honig: https://lnkd.in/e2VSRc4w About Stephen Honig: Stephen M. Honig is a partner in the Boston office of the international law firm Duane Morris LLP. His practice focuses on corporate matters including M&A and corporate governance. A member of the Program Committee of the New England Chapter of the National Association of Corporate Directors, Steve sits on two boards of directors. A graduate of Harvard Law School, Steve posts on corporate matters and the role of directors: https://lnkd.in/g3cuXAwK. About “Seat at the Table.” Boardoptions.com is an online resource for Nominating & Governance Committees in the following areas:  (1) Board Talent (2) Board Self-Evaluation and (3) Board-CEO Conflict. “Seat at the Table” is our monthly case-oriented program for Board members to learn and grow their Board networks.  To view previous “Seat at the Table” programs: https://lnkd.in/g5f6MHW9 Our mission at boardoptions.com is to be a resource to Nominating & Governance Committees in three areas: (1) Board Talent (2) Creating Board Self Evaluation as an annual part of Board Culture and (3) Improving Board-CEO Communications.

What Would YOU Do? As a Board member, keeping the CEO is intolerable.  Firing the CEO is intolerable. Read Attorney Stephen Honig’s Case: https://lnkd.in/g67xwWYY Watch 25 invited Board members at “Seat at the Table” discuss this case with Stephen Honig: https://lnkd.in/e2VSRc4w About Stephen Honig: Stephen M. Honig is a partner in the Boston office of the international law firm Duane Morris LLP. His practice focuses on corporate matters including M&A and corporate governance. A member of the Program Committee of the New England Chapter of the National Association of Corporate Directors, Steve sits on two boards of directors. A graduate of Harvard Law School, Steve posts on corporate matters and the role of directors: https://lnkd.in/g3cuXAwK. About “Seat at the Table.” Boardoptions.com is an online resource for Nominating & Governance Committees in the following areas:  (1) Board Talent (2) Board Self-Evaluation and (3) Board-CEO Conflict. “Seat at the Table” is our monthly case-oriented program for Board members to learn and grow their Board networks.  To view previous “Seat at the Table” programs: https://lnkd.in/g5f6MHW9 Our mission at boardoptions.com is to be a resource to Nominating & Governance Committees in three areas: (1) Board Talent (2) Creating Board Self Evaluation as an annual part of Board Culture and (3) Improving Board-CEO Communications.

What Would YOU Do? As a Board member, keeping the CEO is intolerable.  Firing the CEO is intolerable. Read Attorney Stephen Honig’s Case: https://lnkd.in/g67xwWYY Watch 25 invited Board members at “Seat at the Table” discuss this case with Stephen Honig: https://lnkd.in/e2VSRc4w About Stephen Honig: Stephen M. Honig is a partner in the Boston office of the international law firm Duane Morris LLP. His practice focuses on corporate matters including M&A and corporate governance. A member of the Program Committee of the New England Chapter of the National Association of Corporate Directors, Steve sits on two boards of directors. A graduate of Harvard Law School, Steve posts on corporate matters and the role of directors: https://lnkd.in/g3cuXAwK. About “Seat at the Table.” Boardoptions.com is an online resource for Nominating & Governance Committees in the following areas:  (1) Board Talent (2) Board Self-Evaluation and (3) Board-CEO Conflict. “Seat at the Table” is our monthly case-oriented program for Board members to learn and grow their Board networks.  To view previous “Seat at the Table” programs: https://lnkd.in/g5f6MHW9 Our mission at boardoptions.com is to be a resource to Nominating & Governance Committees in three areas: (1) Board Talent (2) Creating Board Self Evaluation as an annual part of Board Culture and (3) Improving Board-CEO Communications.

The role of a managing partner in a law firm's success is crucial. Their leadership can significantly impact the firm's trajectory. But should law firms compensate managing partners and management committee members for their service? Answering this question is complex. Determining HOW to fairly compensate deserving managing partners and management committee members for their contributions is even more challenging. We invite you to download our free Managing Partner Engagement Worksheets, which outline the responsibilities and expectations of law firm management, to explore this important topic further. https://hubs.li/Q02KN0tM0

The phrase “effective corporate governance” may conjure up the image of a full board of directors sitting around a table, but committees are where most of the real work of the board happens. Committees are the small groups whose work remains out of the spotlight; they are where people have the opportunity to ask questions, trade-offs can be considered, actual debate happens, and recommendations are formulated to be presented to the entire board. Because they are small groups, committees are also an essential mechanism for getting more input from each individual director. That is why most directors spend far more time in committees than in full board meetings. The focus on full board meetings rather than committees is unfortunate because it means that there has not been much research on board committees. In our decades of professional experience, we have interviewed hundreds of directors and spent endless hours supporting and participating in board committees. Some of those committees were highly effective, but, unfortunately, plenty were not. So, what sets the effective apart from the ineffective? https://mitsmr.com/3BwgoDG

The role of a managing partner in a law firm's success is crucial. Their leadership can significantly impact the firm's trajectory. But should law firms compensate managing partners and management committee members for their service? Answering this question is complex. Determining HOW to fairly compensate deserving managing partners and management committee members for their contributions is even more challenging. We invite you to download our free Managing Partner Engagement Worksheets, which outline the responsibilities and expectations of law firm management, to explore this important topic further. https://hubs.li/Q02KMXLp0

"They're afraid you'll ask too many really good questions". That's what a very high profile board chair (who himself was over boarded) said to me years ago when I asked about the prospects of joining a public company board. Boards no longer have the luxury of hiding from those challenging questions, because someone out there is asking them. No doubt that there are lots of lawyers who would be terrible board members -- just like there are plenty of CEOs who might not add value to a board -- but your board needs to be diverse in every way, including having leaders who will ask difficult questions. I love this @Law.com piece and Laura Schumacher's comments on the topic. It's time to bring modern solutions to modern challenges, including having someone on the board who is willing to productively and respectfully challenge the status quo and bring rigor to the governance process, especially in the #ESG and #Sustainability arena. Reputational risks are growing exponentially and you need to identify and address issues before someone else does. https://lnkd.in/esHeS7pQ

Learn the “ABCs” of private company board governance

𝐀𝐫𝐞 𝐲𝐨𝐮 𝐫𝐞𝐚𝐝𝐲 𝐭𝐨 𝐬𝐭𝐞𝐩 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐰𝐨𝐫𝐥𝐝 𝐨𝐟 𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐠𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞? Taking your first board seat can be a transformative experience, filled with challenges and opportunities.  From assessing your industry expertise to understanding your legal responsibilities, this guide will equip you with the essential knowledge to thrive in your new role. Let's explore what it takes to make a meaningful impact as a board member! #BoardLeadership #CorporateGovernance #FirstBoardSeat #LeadershipJourney #GovernanceMatters #ProfessionalDevelopment #WomenInLeadership #DiversityInBoards #ExecutiveLeadership #BoardroomInsights

The Evolving Landscape of DEI: A Strategic Imperative for Boards Last November 13th, I had the privilege of attending a thought-provoking session hosted by the NACD Washington DC Chapter on "The Evolving Landscape of DEI: Strategic Guidance and Considerations for Boards." This event brought together some of the brightest minds, including world-class DEI attorneys and corporate governance leaders, to discuss how boards can navigate the complexities of diversity, equity, and inclusion amidst an ever-changing legal landscape. One key takeaway that resonated with me is that board oversight remains critical to an organization’s ability to create and sustain an effective DEI strategy. As directors, we must not only ensure compliance but also foster an inclusive environment that aligns with the long-term interests of our stakeholders. The legal landscape of DEI is constantly evolving due to new legislation at both the state and federal levels. However, this should not deter us from embracing carefully thought-out initiatives that promote diversity and equity across the value chain. The session emphasized using a robust framework to assess DEI strategies and mitigate risks, while simultaneously maximizing stakeholder value. 💡 Best Practices for Directors Moving Forward: Proactively monitor changes in the legal landscape and adjust DEI strategies to align with both compliance and ethical standards. Engage in meaningful dialogue with stakeholders to understand their perspectives and ensure that DEI efforts align with organizational goals. Leverage board oversight to create a culture where diversity and inclusion are not just policies, but part of the organizational DNA. I am truly grateful to the organizers and hosts, Daniel Whalen, Jim Schleckser, and Patrick Gross, for their insightful contributions and leadership in bringing this important topic to the forefront. This was not just a discussion—it was a call to action for all of us in governance to leverage our influence to drive meaningful change. 🔍 As a board member committed to fostering ethical leadership and sustainable governance, I am eager to continue learning, engaging, and collaborating with fellow directors to ensure that DEI remains a top priority in boardrooms. Henry Stoever, NACD (National Association of Corporate Directors), Peter Tropper, Mary O'Brien, Dr. Jim Schleckser, #CorporateGovernance #DEI #BoardLeadership #DiversityEquityInclusion #BoardDirector, s #StrategicGovernance #NACD #GovernanceExcellence #StakeholderValue #BoardOversight