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Governance Requires Quality Recruitment

This Opinion piece argues that meeting a board's responsibility requires members with intellectual curiousity.

By Stuart Levine | Updated on October 29, 2013
It was a privilege to speak at the recent national conference of the Society of Corporate Secretaries and Governance Professionals, a non-profit organization of corporate secretaries and business executives involved in governance, ethics and compliance at public, private and not-for-profit organizations.

The presentation “Pursuing and Recruiting Directors—How Best to Do So?” gave attendees insights into this critical subject. Beverly L. O’Toole, general counsel of corporate governance at Goldman Sachs Group, and I prepared a follow-up video for the society’s website. I would like to share some of its highlights with you and you can also view it at www.stuartlevine.com.

Fundamentally, a board’s responsibility is to validate strategy and be responsible for CEO ­succession and performance. The board assures that compensation plans reflect accountability to shareholders for the overall performance of the corporation.

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Stuart Levine

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