Conflict-of-interest situations should be proactively avoided in the first place. When they do occur, they should be properly managed, including the optics.
A seasoned independent director wonders if joining a prominent board with a public fallout over its strategy and investments is a golden opportunity or a poisoned chalice.
The nine-year rule has been a controversial one. And perhaps it has been contentious because the rule and its implementation sought
to satisfy too many governance principles and points of view.
Directors should be fairly paid, but don't expect to be paid like management.
How many, if any, shares should non-executive directors own in a listed company?
The transition of organisations and their leaders (chairman, CEO and other directors) is always much more difficult than continuing the status quo, but then renewal is usually very necessary.
Transitioning from an executive role, particularly as a CEO, to an independent director position, especially as chairman, requires adjustments from both sides.
Moving from a full-time CEO to a non-executive board chairman of the same company demands more adjustments than may initially appear.
