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	<title>The Harvard Law School Forum on Corporate Governance</title>
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	<title>The Spotlight on Boards &#8211; The Harvard Law School Forum on Corporate Governance</title>
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		<title>The Spotlight on Boards</title>
		<link>https://corpgov.law.harvard.edu/2011/12/09/the-spotlight-on-boards/?utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=the-spotlight-on-boards</link>
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		<pubDate>Fri, 09 Dec 2011 14:45:55 +0000</pubDate>
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				<category><![CDATA[Boards of Directors]]></category>
		<category><![CDATA[Practitioner Publications]]></category>
		<category><![CDATA[Board performance]]></category>
		<category><![CDATA[Public firms]]></category>

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		<description><![CDATA[The focus on the performance of corporate boards prompts a revisiting of what is expected from the board of directors of a major public company – not just the legal rules, but also the aspirational “best practices” that have come to have almost as much influence on board and company behavior. Boards are expected to: [&#8230;]]]></description>
				<content:encoded><![CDATA[<hgroup><em>Posted by Martin Lipton, Wachtell, Lipton, Rosen & Katz, on Friday, December 9, 2011 </em><div class='e_n' style='background:#F8F8F8;padding:10px;margin-top:5px;margin-bottom:10px;text-indent:2.5em;'><strong style='margin-left:-2.5em;'>Editor's Note: </strong> <p style="margin:0; display:inline;"><a href="http://www.wlrk.com/Page.cfm/Thread/Attorneys/SubThread/Search/Name/Lipton,%20Martin" target="_blank">Martin Lipton</a> is a founding partner of Wachtell, Lipton, Rosen &amp; Katz, specializing in mergers and acquisitions and matters affecting corporate policy and strategy. This post is based on a Wachtell Lipton firm memorandum by Mr. Lipton.</p>
</div></hgroup><p>The focus on the performance of corporate boards prompts a revisiting of what is expected from the board of directors of a major public company – not just the legal rules, but also the aspirational “best practices” that have come to have almost as much influence on board and company behavior.</p>
<p>Boards are expected to:</p>
<ul>
</ul>
<ul>
<li>Establish the appropriate “Tone at the Top” to actively cultivate a corporate culture that gives high priority to ethical standards, principles of fair dealing, professionalism, integrity, full compliance with legal requirements and ethically sound strategic goals.</li>
<li>Choose the CEO, monitor his or her performance and have a detailed succession plan in case the CEO becomes unavailable or fails to meet performance expectations.</li>
<li>Work with management to navigate the dramatic changes in economic, social and political conditions, in order to remain competitive and successful.</li>
</ul>
<p> <a href="https://corpgov.law.harvard.edu/2011/12/09/the-spotlight-on-boards/#more-24019" class="more-link"><span aria-label="Continue reading The Spotlight on Boards">(more&hellip;)</span></a></p>
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