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2009 Board
James L. Gunderson
Chairman, NACD-NY,
CEO of Governance and
Transactions
Kenneth Kopelman
President, NACD-NY,
Partner, Kramer Levin
Naftalis & Frankel, LLP,
Director, Liz Claiborne
Robert L. Messineo
Secretary, NACD-NY,
Partner of Weil, Gotshal
& Manges LLP
Mark Serock
Treasurer, NACD-NY,
Partner of KPMG, LLP
Kenneth J. Abt
Chairman, President, CEO, First
Federal Savings of Middletown
Paul M. Albert, Jr.
Director, DigitalGlobe, Inc.
John F. Budd, Jr.
Chairman of The Omega Group
Member, Advisory Board
of NACD
Hye-Won Choi
Senior Vice President, Head of
Corporate Governance,
TIAA-CREF
Candace Cox
Chief Investment Officer,
The Ministers and Missionaries
Benefit Board
Ray Groves
Retired Chair & CEO,
Ernst & Young; Director, EDS,
Boston Scientific
Steven E. Hall
Managing Director of
Steven Hall & Partners
Roger M. Kenny
President, Boardroom Consultants
Eduardo Menasce
Director, Pitney Bowes, Hill-Rom
Holdings, Inc., Hillenbrand Inc.
Thomas J. Opladen
Managing Director, Kestrel
Consulting, LLC
J. Thomas Presby
Director, American Eagle
Outfitters, AMVESCAP PLC,
Tiffany & Co.
Steven H. Rice
Presiding Director, Allegheny
Energy, Inc.
Roger B. Vincent
Chairman Emeritus, NACD-NY
President of Springwell Corp.
Director, ING Funds,
UGI Corporation
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Is Director
Credibility Imperiled?
An examination of this fragile asset; its unique leverage on board respect; identifying its subjective sources and the risks of sustainability
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The failure of directors to manage the perception of their company's performance, and thus their own credibility, can bankrupt board trust and confidence. Corporate policy makers too often overlook the importance of shareholder opinion, even if when it is based on inaccurate information. Influenced by subjective factors including personal bias and experiences, hearsay, peer impressions and group culture, credibility nevertheless has an objective, concrete, impact on the ability of CEOs and directors to perform. Intangible factors, which elsewhere are recognized for having significant influence on the market value of a company, rarely enter into the discussion when assessing CEO and director credibility.
How do directors go about restoring their credibility and building (rebuilding) shareholder confidence? The answer goes beyond issues of trust and ethics; is more than the mandatory compliance to rules and regulations; and cannot be found solely in what boards communicate to their shareholders. Rather, the real answer lies somewhere "between the lines" of what investors see and read.
Two social scientists, one a psychologist, the other a sociologist, both steeped in corporate governance, will take us "in plain English" into the murky world of individual investor prejudice and suggest how the chronic disconnect with corporate leadership can be repaired – long term.
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Panel: |
Dr. Robert Hogan, Chief Executive, Hogan Assessment Systems;
Former Dean of the Department of Psychology, Tulsa University
Dr. Robert Jackall,
Professor, Sociology and Public Affairs, Williams College
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Moderator:
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John F. Budd Jr.,
Director, NACD New York Chapter; Member NACD National
Advisory Board
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When: |
Friday, May 1, 2009
Noon -
2:00 pm
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Where: |
TIAA-CREF
730 Third Avenue
New York, NY 10017
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Cost: |
Members: $40
Non-Members: $75
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