Why Do Some Directors Say One Thing But Do Another?
from
November/December 2002
Scott Anderson, 44
Principal, Cedar Grove Partners, Kirkland, Washington
Triton PCS, Wireless Facilities
It’s
like when you’re going 80 miles an hour on the highway. You think, “The
cops should ticket the other guy, but hey, I’m just going at a good
pace.”
David Roberts, 54
President and CEO, Graco Inc., Minneapolis
A
problem is that people become professional board members, and if it’s a
passive board, being a professional is an easy job. You’re accumulating
income and it turns into a great retirement job, and sadly, too many
people view it that way.
|
Disconnect
71.3% ...fewer than half sit on boards that actually do so. 44.8% |
Dennis Foster, 62
Owner, Foster & Leonard, Lexington, Kentucky
Alltel, Nisource, Yellow Corp.
This
is a very good question. Either walk the talk or go to the club. The
club is not and should not be in the boardroom. If we know we need
executive sessions, then have them. If you can’t keep up with the needs
of the corporation, then resign. Maybe board members have the idea that
it’s bad form to create conflict. Maybe there is too much social focus.
Adam Aron, 48
Chairman and CEO, Vail Resorts, Beaver Creek, Colorado
Walking
the talk is not as easy as it seems, because boards are made up of
humans—accomplished, prominent, successful humans with real reputations
and real egos—with all their foibles and idiosyncrasies.
Bernard G. Rethore, 61
Chairman Emeritus, Flowserve Corp., Irving, Texas
Amcast Industrial, Belden, Dover, Maytag, Walter Industries
I
think there’s a question in a director’s mind as to how important is it
to fight on a particular issue. Collegiality is important on a board.
Tod R. Hamachek, 56
Chairman and CEO, Penwest Pharmaceuticals Co., Patterson,
New York
Northwest Natural Gas
I
think the reason they don’t walk the talk is that quite often boards
are made up of peers who want to get along with each other, and I think
there is a reservation against challenging each other in a constructive
fashion.
Joseph L. Bower, 64
Donald K. David Professor of Business Administration, Harvard Business School, Cambridge, Massachusetts
Anika Therapeutics, Brown Shoe, Loews Corp., New America High Income Fund, Sonesta International Hotels
The biggest reason is that they don’t take the time. It’s unwillingness to work hard.
Joseph Cappy, 68
Chairman, President, and CEO, Dollar Thrifty Automotive Group, Tulsa, Oklahoma
BOK Financial
It’s like everything else: Let the other guy do it. They know what should be done, but they don’t want to start at home. It’s human nature.
