It's no secret that external factors have drastically altered the governance landscape. How has this changed the nature of board engagement? In this post we explore what we believe is the key element of creating an agile board that is equipped to deal with chaos in the external business environment.

Being a good General Counsel means more than just compliance with the law; it means modeling integrity for others in the C-Suite. As we navigate this boardroom culture shift, I see four important responsibilities acting as cornerstones for the foundation of the modern GC.

Anyone watching Silicon Valley companies lately knows that for every disruptive breakthrough that redefines a market can turn around and disrupt their own growth if no one is paying attention. Uber’s absentee board for much of Kalanick’s tenure is one example. The litany of privacy concerns and questions now plaguing Facebook is another.

Not long ago I heard a story at a board colleague’s retirement dinner that made me smile. At the retirement dinner for a in late 1984 the staffs of both the National League of Women Voters and the National Football League were busy going about their respective businesses. Unbeknownst to them, their worlds were about to collide.

Effective corporate governance is a hallmark of any high-performing board and executive team. We believe that governance and leadership are the most important ingredients for high-performing organizations, and of course governance is half the battle, although often overlooked.