How to surface board disagreement before the formal meeting
Surface board disagreement before the meeting through transparent preparation that clarifies questions and evidence.
The journal
Articles
Essays on judgment, influence, and what happens when the stakes get personal.
How to build a useful working relationship with your chair
Build a useful chair-CEO relationship through an explicit working agreement about information, contact, and issues that require early attention.
How to ask your board for clear feedback you can act on
Ask your board for feedback against the agreed mandate and specific leadership decisions or behaviors.
How to tell your board bad news before it becomes a surprise
Tell the board bad news through confirmed facts, open questions, options, and a clear recommendation.
When partnerships lend credibility and when they confuse buyers
A partnership lends useful credibility when the audience can understand the verified relationship and its relevance to the claim.
How to reset expectations with a strategic business partner
Reset a strategic partnership by comparing each side’s understood commitments with current capability and the actual agreement.
What to share when stakeholders ask for private details
Give stakeholders the information their role requires without improvising access to someone else’s private life.
How to align with a PE owner on the CEO’s operating mandate
Translate owner expectations into explicit operating priorities and resource tradeoffs. Agree what management can execute and which decisions require the p...
What to do when one partner has too much power over you
Map what you depend on, what the partner depends on, and which alternatives are genuinely feasible. Prepare that evidence before renegotiating, and obtain ...