Excellence in the Board Room: Best Practices in Corporate Governance Book

	Foreword
	Acknowledgements
	Introduction	1
Pt. 1	On the Board: Defining a Vision	9
Ch. 1	The Perfect Board	11
Ch. 2	Board Manners and the Director from Hell	23
Ch. 3	Things Boards Could Do Better	27
1	Adopt a Sensitive, Individual Director Assessment Program	27
2	Forego Compulsory Retirement for Directors	28
3	Simplify Governance for Smaller Companies	29
4	Expect All Directors to Stay Current Through Ongoing Education and Training	30
5	Delegate CEO Succession Issues to Boards, Even With 100%-Owned Subsidiaries	30
6	Delegate the Selection of new Directors to Board Chairman and/or a Board Committee, Even With 100%-Owned Subsidiaries	31
7	Use Performance Options More Frequently and Routinely	32
8	Separate the Roles of Board Chairman and CEO, Except in Unusual Circumstances	33
9	As Directors, Speak Out Frankly and Fearlessly, Though Civilly, When Necessary	34
10	As Directors, Avoid Potential, Let Alone Actual, Conflicts of Interests	35
Ch. 4	Ten Best Practices of Modern Corporate Governance	37
	Some Personal Experiences as a Director (I)	43
Pt. 2	Getting In Gear: How to Market it Work	49
Ch. 5	Board and Director Evaluation	51
Ch. 6	Advisory Boards	57
Ch. 7	Board Responsibilities	69
	Some Personal Experiences as a Director (II)	95
Pt. 3	The Fine Print: Compensation and Accreditation	101
Ch. 8	Compensation of Company Directors	103
Ch. 9	Director Accreditation	117
Ch. 10	Executive Compensation Issues	123
	Some Personal Experiences as a Director (III)	155
Pt. 4	The Rubber Meets the Road: Challenges Facing Corporations	161
Ch. 11	Corporate Responsibility	163
Ch. 12	Institutional Investors	175
Ch. 13	Some Contemporary Board Issues: Hostile Takeovers	187
	Some Personal Experiences as a Director (IV)	199
Ch. 14	Three Core Principles of Effective Corporate Governance	205
App. A	Public Company Director Accreditation	215
App. B	Past and Current Boards of the Author (1963 to 2002)	229
	Index	233