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Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way

4.09  ·  Rating details ·  103 ratings  ·  9 reviews
Is your firm’s board creating value—or destroying it?

Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new
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Hardcover, 304 pages
Published December 10th 2013 by Harvard Business Review Press (first published November 19th 2013)
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4.09  · 
Rating details
 ·  103 ratings  ·  9 reviews


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Said AlMaskery
Oct 07, 2018 rated it it was ok
Shelves: business-books
I thought this book would be useful for my new post as a board member, but unfortunately it wasnt. The first few chapters were good, but then it became a bit boring and not relevant.

I might go back to it in the future and see what I have missed.
Greg
Feb 08, 2018 rated it really liked it
Shelves: non-fiction
Charon, Carey, and Useem document common characteristics of highly effective and dysfunctional boards in this study. From a business standpoint, this is a well researched and concise book, and contains an excellent mix of case study and summary. Very practical for board members or those interacting with them are the checklists included at the end of each chapter as well.

See my other reviews here!
Cary Thomas
Feb 26, 2016 rated it it was amazing
If you are a Board member, or an executive who works closely with a Board, this book is a must-read.

Business leaders, advisers, directors, and teachers, this trio has crafted a thoughtful prescription for Board members and management to know “when to lead, when to partner, and when to stay out of the way”! They cite a wealth of real-life experiences, complemented with their own in-depth interviews of industry leaders, to support their novel approach. While the companies cited, international in
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Naomi
Oct 27, 2013 rated it really liked it
Read my full review: http://bit.ly/KiY41A

My opinion: This book is an absolute winner and another example of why Ram Charan is one of my favorite business writers.

Mr. Charan wrote Boards That Lead in a CONCISE case study/example format with important take-aways at the end of each chapter to stress what needs to be ingrained in the reader's head. Since this is a common format of his, he is one of the business writers that I learn most from.

One criticism that I must admit that I had of the book is
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Gergely
Nov 17, 2015 rated it it was ok
It could also be called "Stories from the Enterprise Battlefield", though the writers themselves are aware of this too. The book comes across as really based on a lot lessons learned (first hand or others' stories), which hint that it should be an useful resource for others too. Despite the checklists included, it feels that not much actionable advice is given. This is surely in part that I as a reader don't have the practical experience of working with boards on that level, and for others it mi ...more
Junebug388
Feb 19, 2016 rated it it was amazing  ·  review of another edition
good perspective and balance
Breccan
Jun 02, 2014 rated it really liked it
Solidly interesting although suffers from excessive repetition of the tag line and generally making stronger statements than are justified by the case studies.
PWRL
May 28, 2014 marked it as to-read
Shelves: 2014-new
SM
Dan Cotter
Jun 10, 2014 rated it it was amazing
Good book for effective boards. Lot of good analysis and some takeaway checklists and ideas.
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“When we asked Woolard about the most important lessons from his Apple experience, he reported that a board leader has to have regular access to the chief financial officer, deeply understand the company strategy and execution—and pick and partner with the right CEO.” 0 likes
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