RICHARD LEBLANC, PHD, is an award-winning teacher, professor, lawyer, management consultant, and specialist on boards of directors. He teaches corporate governance in the Master of Financial Accountability Program at York University, and at Harvard University. He is a frequent speaker and webinar presenter to corporations and organizations such as The Directors College, the Ontario Hospital Association, the Chartered Professional Accountants of Ontario, and others in the United States, Europe, and Canada. He heads [...] Inc., a board consultancy practice, advising boards of directors and individual directors. He blogs regularly for his LinkedIn Group, Boards & Advisors, and is often quoted or a guest in the media.

Foreward by John F. Bankes

Preface

About the Editor

1 The Board Governance Handbook: An Introduction and Overview

Part I: The Board's First Responsibility: The Right CEO

2 CEO Succession Planning Trends and Forecast

3 CEO Succession Planning

4 CEO Succession: Lesson from the Trenches for Directors

Part II: The Board's Second Responsibility: The Right Board Chair

5 The Non-Executive Chairman: Towards a Shareholder Value Maximization Role

6 Great Boards Don't Exist Without Great Chairs

7 What's in a Name? The Lead Director Role at US Public Companies

Part III: Who is at the Board Table? Board Composition, Dynamics and Decision-Making

8 Director Independence, Competency, Behaviour and Diversity

9 Board Behaviours: How Women Directors Influence Decision Outcomes

10 The State of Gender Diversity in Boardrooms

11 Every Seat Matters

12 The Art of Asking Questions as a Director

13 Board Succession, Evaluation and Recruitment: A Global Perspective

Part IV: The Work of the Board

14 Climate Change and Directors' Duties: Closing the Gap Between Legal Obligation and Enforcement Practice

15 Board Oversight and Climate Change: What Directors Need to Know

16 Responsible Boards for A Sustainable Future

17 Corporate Governance to Advance Business and Society

18 Technology and the Corporate Board: 2020 and Beyond

19 Responsive Governance in A Digital World: The Need to Up-Skill

20 The Potential Impact of Blockchain Technology for Corporate Governance

21 Blockchain: An Introduction for Boards of Directors

22 Reflections of a Board Chair on the Christchurch Massacre: Governing Social Media

23 Financial Literacy and Audit Committees: A Primer For Directors and Audit Committee Members

24 Corporate Governance in An Age of Populism

25 A Call to Action for Geopolitical Governance

26 Governing Boards, Risk Management, and Deliberative Thinking

27 Lawyers' Advice and Tips to Directors on Overseeing Executive Pay

28 Accountant's Advice to Company Directors: Directors' Obligations to Detect Top Ten Frauds

29 Ten Tell-Tale Signs of Possible Fraud: A Director's Primer

30 100 Questions Directors Should Ask When Assessing the Effectiveness of Risk Systems

31 Risk Oversight For Directors: A Practical Guide

32 Risk Governance: Leading Practice and Demographic Impacts

33 Agile Governance

34 Three Dilemmas for Creating a Long-Term Board

35 Strategic Blindspots in the Boardroom

36 Winter is Coming - The Approaching Human Capital Management Storm

37 The Effective Compensation Committee

38 Compensation Governance and Performance-Based Executive Compensation

39 Measuring and Improving Pay for Performance: Board Oversight of Executive Pay

40 Designing Performance for Long-Term Value: Aligning Business Strategy, Management Structure, and Incentive Design

41 Mind the Gap: How Human Resources Can Become More Integral to the Corporate Boardroom Agenda

42 Board Risk and Responsibility Under Regulatory and Criminal Law

43 Riding Between Cars: The Position of the Corporate Secretary

44 Ensuring Good Governance and Business Success in International Subsidiaries

Part V: Shareholder Engagement and Board Accountability

45 The Rise of Investor Stewardship

46 Director / Shareholder Meetings

47 Dual Class Share Firms in Developed Market Economies Anita Anand

48 For Directors: The Long-Term Relationship between Directors, Companies and Institutional Investors

49 Proxy Scorecards Will Empower People

Part VI: Not for Profit Governance

50 Charitable and Not-for-Profit Organization Governance

51 The Best of Boards, The Worst of Boards: The Not for Profit Experience

52 Fundraising Best Practices for Not-for-Profit Boards of Directors

Part VII: Small and Medium Company Governance

53 Governance of Small and Medium-Sized Entities

54 Private vs. Public Company Governance: Top Thirteen Questions for Board Members to Consider

55 Cannabis Governance: Advice for Current and Prospective Directors in This Emerging Industry

Part VIII: Global Corporate Governance

56 Cross-Border Corporate Governance

57 Corporate Governance in Asia Pacific

58 Boards of Directors of Chinese Companies

59 The Russian Corporate Governance Story

60 CARICOM (Caribbean Community) Governance

61 King IV: Taking Corporate Governance to the Next Level

Index