Articles from Directors & Boards (January 1, 2003)

Title	Author	Type	Words
2002 Article Index.			2604
A new look at CEO retirement benefits. (Executive Compensation).	Friske, Doug		2366
A roadmap for director pay: GE leads again; stung by scandal, companies should now be aiming for a better balance in board compensation. (Pay and Performance).	Carey, Dennis; Useem, Michael		730
Boards: get to know your IRO. (Investor Relations).	Thompson, Louis M., Jr.		2005
Broader shoulders. (Editor's Note).		Editorial	522
Compensation committees that work: effective meeting practices allow compensation committee members to feel that they have done their jobs well. Here are 12 such best practices. (Compensation Committees).	Romweber, Jane; Fox, Robbi; Powers, Michael		1603
Directors Roster: in affiliation with Spencer Stuart--a quarterly record of new director appointments. (Spencer Stuart/Directors & Boards Directors Roster).	Porter, Martin D.		714
Do Business with People You Can Trust. (Director Library).	Natividad, Irene	Book Review	767
Does Sarbanes-Oxley gore your coverage? Ensuring that your D&O policy rises to the challenge of the post-Enron legislation. (D&O Insurance Update).	Weiss, Stephen J.		748
Fasten your seat belts: S-O overshoots the mark. So guess who is in for a bumpy night? (Quiddities).	Kaback, Hoffer	Column	725
How rude! Just what is good corporate governance? It's simply good manners. (Guest Column).	Mitchell, Mary		725
Integrity: needed more than ever; despite yesterday's barbarians and today's looters, trust remains the coin of the realm. (Some Things Considered).	Horton, Tom		825
It's not just what you do, it's the way that you do it: exercising oversight in the sanctity of the boardroom and proving that you have done it are two different things. In order to restore trust, boards have to prove it. (Board Leadership).	Panetta, Leon		3470
Portrait of boards on the cusp of historic change. (Spencer Stuart: Governance Letter).	Daum, Julie		2258
Preparing for your next annual meeting: time is of the essence. A concerted and well-thought-out campaign to assure high voter response and a comfortable winning margin is essential. (Annual Meetings).	Lederman, Lawrence; Reder, Robert S.		3849
S-O what? (Letter from the Chairman).		Column	441
Showdown for the top job: Co-chief executive arrangements are a prescription for conflict and indecision. (Endnote).	Rockefeller, David		917
Signs of poor governance: how does one tell if a particular company's governance health is really much poorer than it appears? If the directors and officers recognize these warning signs. (Board Process).	Babcock, Reginald L.		1877
Spencer Stuart/Directors & Boards Directors Roster.		Directory	12144
The case for the inside director: in the quest for a properly balanced board, don't heedlessly dismiss insiders--they offer attributes essential for governing complex global companies. (Board Composition).	Weidemeyer, Tom		1923
The Directors Roster.		Directory	267
The greatest governance need: the restoration of trust requires a renewal of ethical standards in corporate America. Directors need to be out in front on this--doing what is right, not just what is legal or possible. (Ethics and Accountability).	Koppes, Richard H.		2038
The leading of leaders in the boardroom. (Board Communication).	Spahn, J. Jeffrey; Flanagan, Kathleen M.		2228
The QLCC: a chance to get things right; boards should assess the safeguard features of having a qualified legal compliance committee. (Legal Brief).	Ferrara, Ralph C.; Marcus, Ellen D.		766