The Director's & Officer's Guide to Advisory Boards

By Robert K. Mueller | Go to book overview

15
CULTURAL REALITIES
FACING ADVISORY
BOARDS

Like the happy centipede, many people get along fine working with others without thinking about which foot to put forward. But when there are difficulties, when the usual methods do not work, when we want to learn more, there is no alternative but to examine our own behavior in relation to others.

Joseph Luft1

Within its boundaries, a corporation develops its own culture, which is related to the economic, social, and political climate, industry, technical nature of the institution, and the persons involved. The key persons include the owners, directors, management, plus the entire work force. A corporate etiquette, or sort of ethical system, evolves. It is set by the moral and ethical tone at the top. In turn, this is affected by tradition and certain canons or codes of behavior. These canons concern values, beliefs, attitudes, style, business practices, private communications, and intellectual honesty. Important, too, are the air of stability or instability, and degree of social contracting between individuals that characterize the corporate culture and corporate climate. The climatic conditions are those concerned with the nonpurposeful milieu in which the company exists. This contrasts with the purposeful texture or structure employed by institutions and organized entities, that is, the formal networks and hierarchical relationships.

-203-

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The Director's & Officer's Guide to Advisory Boards
Table of contents

Table of contents

  • Recent Titles from Quorum Books ii
  • Title Page iii
  • Contents v
  • Tables and Figures vii
  • Preface ix
  • Introduction 1
  • 1 - Advisors Unlimited 9
  • Notes 26
  • 2 - Driving Forces 27
  • Notes 35
  • 3 - Counseling Versus Consulting Versus Mentoring 37
  • Notes 41
  • 4 - Role of an Advisory Board or Council 43
  • Notes 64
  • 5 - Activity and Societal Scan 65
  • 6 - Species of Advisory Boards 77
  • Notes 88
  • 7 - Weak-Signal Governance/Early Warning Advisory Systems 89
  • Notes 101
  • 8 - Advising Non- Profit-Seeking Versus Profit- Seeking Organizations 103
  • Notes 108
  • 9 - Care and Feeding of Advisory Boards 111
  • Notes 121
  • 10 - Insurance, Indemnification, and Contractual Matters 123
  • Notes 134
  • 11 - Advisory View of Corporate Strategy 135
  • Notes 148
  • 12 - Advisory Board Perspectives: Stakeholder Strategy 149
  • Notes 170
  • 13 - The Power of Advisory Board Networks 173
  • Notes 187
  • 14 - Advising the Family Business Board 189
  • Notes 201
  • 15 - Cultural Realities Facing Advisory Boards 203
  • 16 - Advising on Nonprofit Trusteeship Pathologies 223
  • Notes 240
  • Appendix ADVISEE SEARCH: GETTING INVITED TO SERVE AS ADVISOR 241
  • Notes 255
  • SELECTED BIBLIOGRAPHY AND REFERENCE READING LIST 257
  • Index 263
  • About the Author 279
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