Quotes & Sayings About Boards Of Directors

A wise board accumulates rational wisdom, embraces unconventional wisdom and sharpens system wisdom. — Pearl Zhu

A tech-savvy Board sets a right tone for shaping the culture of innovation. — Pearl Zhu

Boards of directors are allowed to work together, so are banks and investors and corporations in alliances with one another and with powerful states. That's just fine. It's just the poor who aren't supposed to cooperate. — Noam Chomsky

If the United States is to produce a nation of investors-as we must if we are to gain financial world-leadership-it is imperative that boards of directors be so constituted as to adequately represent the interests and inspire the complete confidence of investors of moderate substance. — B.C. Forbes

The ignorance about the importance of cognitive differences and the behavioral dynamics that operate within their Board is contributing to the generally poor performance of Board. — Pearl Zhu

The real strategic differentiation is to create true value, look forward, not backward, and present the advanced uniqueness to shine through. — Pearl Zhu

The fitting BoD is less about physical strength, more about mental toughness, with fitting minds and fresh eyes. — Pearl Zhu

Modern Boards set key tones in building fact-based business culture. — Pearl Zhu

many corporate boards lack the understanding to evaluate marketing strategies and expenditures. Most directors - and a rising percentage of Fortune 500 CEOs - lack deep experience in this field. — Paul W. Farris

Heterogeneous BoDs with independent thinking enforce governance, and diversity strengthens creativity. — Pearl Zhu

A strategic board has a view of looking ahead, an insight to look deeper, and competency to look beyond. — Pearl Zhu

Publicly traded corporations direct financial surpluses back to investors, CEOs, and boards of directors. They have little incentive to churn it back into the business and, as we have seen, a great deal of incentive to maximize surpluses at the expense of employees, the environment, and even the corporation itself.82 — Douglas Rushkoff

In time truth and science and nature will adapt themselves to art. Things will happen logically, and the villain be discomfited instead of being elected to the board of directors. But in the meantime fiction must not only be divorced from fact, but must pay alimony and be awarded custody of the press despatches. — O. Henry

The Board's role is to pull management out of the trees to see the forest. — Pearl Zhu

A study of Fortune 500 companies from research organization Catalyst found that those with the highest representation of women on their boards of directors performed significantly better than those with the lowest representation of women. — Anonymous

In the age of activism that is clearly not going away, it would seem that some form of engagement from directors with shareholders - rather than directors simply taking their cues from management - would go a long way toward helping boards work on behalf of all shareholders rather just the most vocal. — Andrew Ross Sorkin

When an organization starts hemorrhaging talent, CEOs and boards of directors want to know why. If the boss gets blamed for the brain drain and is ultimately removed, it means relief for the employees still there and ex post facto vengeance for the former ones. — Jeffrey Kluger

The purpose of the governing body, or board of directors, is to direct and guide the organization in the right direction — Pearl Zhu

Innovation is too important to leave solely in the hands of the management team without any Board oversight or guidance — Pearl Zhu

There is too great a tendency (perhaps encouraged by popular journalism) to deal with the dramatic moments, forgetting that these are not always the most significant moments ... To find the significant rather than the dramatic features of industrial controversy, of a disagreement in regard to policy on board of directors or between managers, is essential to integrative business policies. — Mary Parker Follett

Insider trading tells everybody at precisely the wrong time that everything is rigged, and only people who have a billion dollars and have access to and are best friends with people who are on boards of directors of major companies - they're the only ones who can make a true buck. — Preet Bharara

A Board can be harmonized through leadership humility, insightful business understanding, trustful culture, and learning agility. — Pearl Zhu

Applying deep insight and rubber stamping are such counter-propositions. — Pearl Zhu

For most of the twentieth century, directors were paid largely in cash. Now, so that their interests will be aligned with those of shareholders, much of their pay is in stock. Boards of directors were once populated by corporate insiders, family members, and cronies of the C.E.O. Today, boards have many more independent directors, and C.E.O.s typically have less influence over how boards run. And S.E.C. reforms since the early nineteen-nineties have forced companies to be transparent about executive compensation. — Anonymous

We're long past having to defend or explain why women should be on boards, given all the data that shows how companies with female as well as male directors perform better. It's unfortunate when companies with a large percentage of women constituents don't reflect that in their boardrooms. — Anne M. Mulcahy

A focused Board concentrates on strategy oversight and governance practices, to avoid getting lost in the forest. — Pearl Zhu

Group Thinking" or lack of courage to ask the tough and strategic questions is the chief weakness on Boards today. — Pearl Zhu

Strategy oversight is important in tuning and updating a dynamic digital strategy. — Pearl Zhu

A decisive Board is cogitative, proactive, and supportive. — Pearl Zhu

The capitalist workplace is one of the most profoundly undemocratic institutions on the face of the Earth. Workers have no say over decisions affecting them. If workers sat on the board of directors of democratically operated self-managed enterprises, they wouldn't vote for the wildly unequal distribution of profits to benefit a few and for cutbacks for the many. — Richard D. Wolff

In a world of well-defined problems, directors are required to exercise influence over volatility, manage uncertainty, simplify complexity, and resolve ambiguity in the 21st-century digital environment. — Pearl Zhu

The key differentiator, then, between happy high achievers and the rest is that happy high achievers are extremely vigilant about only allowing relationships into their lives that add to their energy. This includes their marriages as well as their relationships with their families, companies, boards of directors, key staff, and important clients. They make it a point to only allow relationships that are net additive. If a relationship isn't net additive, it's no longer one of their primary relationships. It gets shifted or it is gone. — Lex Sisney

Strategic wisdom is an integral and multidimensional intelligence. — Pearl Zhu

Silo builds the wall in people's minds and creates the barrier in organizations' "hearts. — Pearl Zhu

History has a way of coming back to you. In the case of Janis Joplin appearing at the festival in 1968, her performance affected the life of a Bostonian who is now a member of the Newport Festivals Foundation Board of Directors. Ward Mooney was so affected and emotionally involved in Janis' performance at Newport, that when he heard the festival was going nonprofit, he knew wanted to become a part. Janis was beautiful, gracious and respectful, and the power of her Newport performance continues to live on. — George Wein

There are so many ways to help, by either sharing your skills or expertise, joining our board of directors or advisory boards, and donating. Regardless of what or how you share with ISF, we recognize that we don't have all the answers, and that solutions lie not in commonality but in diversity. Welcoming a broad range of thinkers, creators, and doers is what makes this organization thrive. — Ian Somerhalder

One thing I'm so grateful for is sidestepping the usual venture capital, private equity route. My friends who have gone that way are many times beholden to their boards of directors, to 'sell' ideas to a team. — Blake Mycoskie