Articles from Directors & Boards (September 22, 2004)

Title	Author	Type	Words
A director's guide to D & O insurance: today, increased competition for D & O premium dollars is creating an opportunity for board members to lower their rates, increase their coverage, and negotiate on key terms and conditions.	Shaw, David		3833
A rundown on D & O run-off insurance: what is it, when would you need it, and how do you get the best coverage?	Weiss, Stephen J.; Knotts, Shannon A.G.		764
Agenda.			365
American leadership.	Rock, Robert H.		469
Beyond the wider net: as the 'sitting CEO' model of board composition ceases to be the dominant form, the future challenge is not just finding the right replacements but finding the right combination of people who will interact in the right way.	Allen, Sharon L.		786
Comments from the proceedings of the 2004 Goizueta Directors Institute.		Brief Article	223
Company index.			288
Crafting the pay of non-CEO chairmen: with the number of non-CEO chairmen expected to increase, boards and compensation committees must arrive at a more complete understanding of how individuals in this role are paid.	Haggerty, Pat; Romweber, Jane		2664
Creating effective oversight.			1985
Directing mutual funds: drama without tragedy; How a mutual fund board can garner 'two thumbs up' for its performance.	Thomas, Frank		2701
Directors index.			644
Directors roster: a quarterly record of new director appointments sponsored by Spencer Stuart.			9260
Dissidents, and dissent, in the boardroom: greater shareholder say in director elections is a looming prospect. What will this mean for the culture of board process and interaction--and will boards need a new 'etiquette' for handling dissent?	Kristie, James		6829
Executive summary.			410
Flat sales, flat board: there's no fizz in the way Coca-Cola's directors have been acting of late.	Sutton, Gary		783
Major issues on the horizon.			896
Neither an auditor nor an editor be: how directors should approach their role in reviewing periodic reports.	Raymond, Doug		758
Safe passage in approving pay plans: executive pay decisions are ending up in court. Here are processes for a compensation committee to implement to make appropriate decisions and help shield itself from liability.	Cole, Thomas A.; Kelsh, John P.		1149
Selecting an internal candidate for CEO: this process will take some of the 'crap shoot' out of determining whether your internal CEO candidates are viable successors.	Muschewske, Robert C.		1998
The art of it all.		Book Review	506
The critical difference: business leaders and investors more than ever believe that companies with the best governance will be the best-performing companies. The foundation for corporate governance is a commitment to ethical behavior.	Odland, Steve		3983
The directors' intelligence link: as the definition of what constitutes governance expands, so too will the board's reliance on the investor relations officer.	Thompson, Louis M., Jr.		760
The Goizueta Directors Institute at Emory University.	Ide, R. William; Kazanjian, Rob		464
The new paradigm.			1426
The new rigor in director recruiting: a more thoughtful search process, such as the 10-step methodology recommended here, will result in a more cohesive and effective board.	Daum, Julie H.		1872
The Ultimate Board Member's Book.	Ingram, Richard T.	Book Review	725
To split or not to split: Roger, Henry, Bunkie, and Lee ... in boardroom blackjack.	Kaback, Hoffer		802
Under scrutiny: governance in Canada; U.S. practices are having a significant impact, and other distinctive initiatives are under way to protect investors and rebuild confidence in the country's capital markets.	Beck, Andrew J.		3391
When it's time to say, 'stop this bus!': directors must track problems and take action at an early stage. Here are warning signs that should make you question whether the company is going in the right direction.	Koch, Al; Whyte, Bettina		2068
Women as directors: the 'inside' story; Looking beyond the number of women serving as outside directors to the number serving as inside directors, a startling statistic emerges--only about 2.5% of all insiders are women.	Dalton, Catherine M.; Dalton, Dan R.; Certo, S. Trevis		1895