A veteran corporate manager shares strategies for improving relationships between CEOs and board chairpersons.
In this debut business book, Nüssli draws on her own experience as chairperson of an unnamed family-owned corporation, management theory, and her own research to help readers understand conflicts between corporate leaders. She conducted dozens of interviews for this book, with leaders all identified only by their first names. The book often presents the dialogues as two-sided case studies, allowing readers to understand the perspectives of both the chairperson and the CEO involved. In this way, the author effectively shows how personality conflicts or differing thought processes can transform into ongoing feuds with negative implications for corporate performance. Nüssli also leads readers through psychological theories about leadership behavior, with a particular focus on how birth order consciously and unconsciously drives human interactions; most of her subjects, she points out, were firstborn children, or took on the traditional role of one in their families. The author acknowledges that data-driven executives may be reluctant to embrace her research: “Interpersonal dynamics and psychology are considered irrational, even ‘fluffy’—corporate governance, by contrast, seems rational and reliable.” However, she offers a convincing analysis here before turning toward possible solutions. To that end, she offers strategies for understanding one’s own behaviors (mindfulness, self-awareness, coaching) and a framework that she calls a “Chairperson-CEO Collaboration Contract,” which both parties can use to define roles and responsibilities and establish trust. Throughout the book, Nüssli’s prose is engaging (“There will come a time when you’ve forgotten where you buried the hatchet or even how to use it, and this will feel good”), and her findings may be helpful to interested readers at all corporate levels.
A useful handbook for solving conflicts among top managers.
Privately published by Strunk of Cornell in 1918 and revised by his student E. B. White in 1959, that "little book" is back again with more White updatings.
Stricter than, say, Bergen Evans or W3 ("disinterested" means impartial — period), Strunk is in the last analysis (whoops — "A bankrupt expression") a unique guide (which means "without like or equal").
This early reader is an excellent introduction to the March on Washington in 1963 and the important role in the march played by Martin Luther King Jr. Ruffin gives the book a good, dramatic start: “August 28, 1963. It is a hot summer day in Washington, D.C. More than 250,00 people are pouring into the city.” They have come to protest the treatment of African-Americans here in the US. With stirring original artwork mixed with photographs of the events (and the segregationist policies in the South, such as separate drinking fountains and entrances to public buildings), Ruffin writes of how an end to slavery didn’t mark true equality and that these rights had to be fought for—through marches and sit-ins and words, particularly those of Dr. King, and particularly on that fateful day in Washington. Within a year the Civil Rights Act of 1964 had been passed: “It does not change everything. But it is a beginning.” Lots of visual cues will help new readers through the fairly simple text, but it is the power of the story that will keep them turning the pages. (Easy reader. 6-8)