Advancing exemplary board leadership - for directors, by directors.
The NACD New Jersey Chapter provides educational programs for board members,
prospective board members, and CEOs. Our meetings focus on both the practical aspects of board service and the latest developments in leading practices and corporate governance. Attendees include directors and senior executives from New Jersey based public and private companies, as well as nonprofit organizations.
(For Nom/Gov Committee Members, Board Chairs and Lead Directors only). Hosted by Alliance Advisors
This is an exclusive opportunity for public company Nom/Gov Committee members, Board chairs and Lead Directors to share in candid conversation with Glenn Booraem, Principal & Investment Stewardship Officer, Vanguard and Zach Oleksiuk, Managing Director, Evercore, specializing in shareholder engagement, corporate governance, ESG, advising companies on how to deal with activists, and investor relations. It is now more important than ever for directors to understand what governance issues a large institutional shareholder will be focused on in the upcoming proxy season and the kinds of governance issues activist shareholders might be looking at when evaluating your company. Attendees are encouraged to raise issues from their own experiences.
Register early as space is limited to 20 participants.
To register, please contact Gina Barberio at (732) 698-7771 or email firstname.lastname@example.org
How is it that a board comprised of highly successful and intelligent business leaders, can, despite best efforts to behave rationally, fail to make sound decisions? Using survey feedback from the audience and interactive discussion, this program will explore gaps between the way human beings actually reason and the way we think we reason. In this program, weâ€™ll learn about different blind spots and biases, such as Confirmation Bias, the Framing Effect and the Endowment Effect, and explore how they can make for sub-optimal decisions. We are susceptible whether we are acting as a consumer making a purchase or as a board member voting on an acquisition or hiring a new CEO. We encourage fellow board members and their senior management to experience this lively and thought-provoking program together. Our discussions will utilize your feedback to this brief survey Please complete the survey before the December 6th program (event registration is not required to complete the survey).
While private and family-owned businesses are not subject to all of the legal and regulatory rigors of public companies, your business can nevertheless benefit from a well-run board comprised of directors suitable for your company. Weâ€™ll be sharing issues, ideas and learnings in a series of expertly-led roundtables, that are designed to help private and family company directors address topics such as:
Linkage between a company's legacy and effective governanceâ€”path to an effective governance structure
How to populate your board: informed perspectives and a proper balance of skills mapped to achieve your objectives - financial, marketing, technology, etc.
How to get value from your board: objective reality check and good sounding board on strategy, competitive threats, long-term growth, talent and compensation
How to use your board for succession planning, coaching and mentoring your management team
Culture is at the root of corporate success and failure alike, yet board members struggle to define it, spot cultural risks and find their role in building a positive culture. Join us in a participative exercise that will assist board members in:
â€¢ Understanding why culture is critical to lasting business success
â€¢ Ensuring that culture aligns the company values and purpose with strategy, execution and brand
â€¢ Assessing and monitoring corporate culture
â€¢ Assisting in building a positive and aligned corporate culture
â€¢ Delineating the role of the full board in the oversight of culture.
Headlines are everywhere with predictions about how artificial intelligence and machine learning will transform virtually all businesses, including the potential for re-engineering our work force. Corporate giants, governments and universities are already investing heavily in AI on a global basis. Our March 21 program will explore both the theory and practical application of business strategy, competitive threats, investment decisions, risks to be managed, and how AI surely will impact the culture of our companies.
Existing enterprise risk management (ERM) approaches may no longer be sufficient to address risks that are complex, less well-known or highly disruptive to business. And the traditional ERM identification and tracking methodologies may be insufficient to address this new risk environment. You'll leave this program with practicable tools to help your board â€”
Identify and assess risks through a different lens
Calibrate the effectiveness of your company's enterprise risk management, tracking and mitigation
Anticipate new developments as the risk environment continues to evolve
Capitalize on those risks that can be converted to opportunities
Improve the quality of engagement and discussion of risk
Non-profit board members are often asked to step beyond the roles of corporate directors, contributing to development as well as hands-on resources. And while they are subject to many of the same duties, they may not have the benefit of the legal, governance and financial expertise and advice. Our experts will assist non-profit board members in filling the gaps, including : What is the role of a nonprofit board member and how might it differ from a corporate board member? How can you assess board governance and what questions should you be asking management? What are the board vs. enterprise risks and how do you spot check the risks?