RSI BOARD AND CEO SEARCH AND RECRUITING
RSI has a network of professional Board and CEO executive search recruiters located in major cities across the country. These Board and CEO recruiters have a proven process to find quality Board and CEO candidates and match them to positions that fit their particular skill set. Many are industry insiders who have worked in the positions for which they now recruit talent, and use this advantage to perpetuate RSI’s extremely high retention rate within the Board and CEO Executive Recruiting Division. They are familiar with the key players and the “ins and outs” of the Board and CEO field. These Board and CEO executive recruiters know the questions to ask, and are able to quickly assess candidate competency. These insights enable them to consistently recruit premium applicants.
The Board and CEO Executive Search Firm Specialty Team provides Executive Search Firm services for clients in the Advertising, Finance, Banking, Biotechnology, Business Services, Construction, Consumer Products, Computer Software and Hardware, Human Resources, Healthcare, Insurance, Industrial, Information, Legal, Marketing, Technology, Manufacturing, Medical, Outsourcing, Pharmaceutical and Telecommunications industries.
From start-up to Fortune 500 companies, our extensive Board and CEO knowledge base and proven record of accomplishment enables RSI to expeditiously and thoroughly customize and complete each Board and CEO Executive Search. We provide outstanding service and bottom line results by servicing a comprehensive range of disciplines. Our 25 Step search and selection process can guarantee your needs will be met.
Every company has a CEO or someone like a CEO who oversees the activities of their organization. When the organizations in question are large corporate companies, the responsibility of overseeing all the activities are doled out to a select few people. Those people usually hold a position on the Board, or Board of Directors.
The board’s activities are usually determined by the powers, duties and responsibilities delegated to it by an authority outside of the board itself. However, the board always acts on behalf of the organization, no matter whom or what is dictating their activities. In order to always act in the best interests of the company, the board is usually a professional society, which means that they vote on members. In some organizations, the board members are voted in by other board members; in others, they are voted in by people within the company, but outside themselves; in others, there is no voting process, and board members are merely chosen by other members.
Each board has a very distinct way of doing business. This specialized process is called the board process, and though it varies from organization to organization, it typically includes the selection of board members, the setting of clear board objectives, the dissemination of documents to board members, the collaborative creation of an agenda for the meeting, the creation of follow-up actions items and the assessment of the board process itself. This last part is done through standardized assessments of board members, owners and CEOs. Because of the extremely private nature of most organizations, the science behind the board process has been slow to develop; however, standardization is beginning to develop. Some major organizations are actually pushing for standardization; they include National Association of Corporate Directors, McKinsey Consulting and The Board Group.
Generally speaking, the control of any company or organization should be divided between two bodies: the board of directors and the shareholders. The amount of power exercised by each group varies with the type of company. In smaller, privately owned companies, the directors and the shareholders and generally one in the same, and so, there is no real division of power. However, in larger public companies, the board tends to exercise more power, and individual responsibility and management duties tend to be delegated down to individual professional executives, such as the finance director or marketing director, who do with particular areas.
Also, in large public companies, the board tends to have more de facto power. Shareholders grant directors proxies to vote their shares at general meetings, and accept all recommendations of the board rather than trying to actually get involved in the meetings. Larger institutional investors tend to do this as well.
The funny thing is that even though board members have so much power, a lot of times in large public companies it is upper management and not boards that wield practical power, because boards delegate nearly all of their power to the top executive employees, adopting their recommendations almost without fail. As a practical matter, executives even choose the directors, with shareholders normally following management recommendations and voting for them.
So, how did “The Board” come about? The development of a separate board occurred over time, and not until the late 19th century. Up until then, it was the shareholders that made all the major decisions of the company, and that were the backbone of any organization; the board was merely an agent of the company, subject to control of the shareholders.
Focus: All board members need to know how to keep their focus on substantive issues. If you had a board of directors that only wanted to talk about dress code or the competition the whole time, then you’re in trouble. In order to keep focus, board members should be able to present solutions to current problems, and not just open-ended questions. This way, they’ll get immediate input, and not become bogged down by minor issues.
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