Leadership cannot be taught, it can only be learned
Harold S. Geneen, CEO ITT from 1959-77, and various authors
The Heritage Institute is located in West Vancouver, British Columbia, Canada. We travel widely to provide in-house training and services for our clients.
The Heritage Institute's clients have included governments, the justice system, financial institutions, businesses and community organizations.
At the Heritage Institute, we have been working in the field of corporate governance and human relations for over 30 years.
The Heritage Institute's services include:
This site contains numerous articles that are also listed in the program pages.
Internal and external control
The role of the accountant
Corporate governance models
Codes and guidelines
References and links
» Preparing for, managing & chairing a meeting
» Detailed chart of motions and precedence
» Robert's Rules of Order - a quick reference
» Robert's Rules of Order - complete
» Making meetings work
» How human relations assists governance
» Interpersonal skills are essential competencies
» What are the essential interpersonal skills?
» Challenge 1: Listen carefully and responsively
» Challenge 2: Explain your intent and invite consent
» Challenge 3: Express yourself clearly & Completely
» Challenge 4: Translate criticisms into requests
» Challenge 5: Ask open questions
» Challenge 6: Express more appreciation
» Challenge 7: Make better communication second nature
A presentation to the Supreme Court of British Columbia. This paper is applicable to all decision-making)
» How to Distinguish Yourself As a Culturally Diverse Candidate
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March 3, 2008
» Conrad Black Trial: Black Goes to Prison
» Hewlett Packard's Governance Woes
» Hewlett Packard's Resurgence
» BlackBerry Maker Professes Sweeping Governance Changes After Accounting Problems
» Insurer Seeks Shareholder Opinion on Executive Compensation
» Board Compensation Committee's Face Increasing Criticism
» Warren Buffett's Succession & Governance Plans
» Spotlight on CEO Compensation
» CEO calls Governance Researchers Birdbrains!
» Governance Issues Arising from Corporate Scandals
» Sarbanes-Oxley Legislation News & Views
» Enron Timelines
» WorldCom Timelines
» Governance Best Practices - TELUS adidas Men s adidas Pure 360 Lite Golf Shoe Running B01H757VH0 Golf White/Core Black/Core Black 8de09f2
Coleman Prison, Florida
March 3, 2008, Florida. Conrad
Two other Hollinger International Inc. executives, Peter Atkinson and Jack Boultbee were also convicted of fraud. Black's former partner David Radler pleaded guilty and testified as a prosecution witness in court against Black.
Barbara & Conrad Black
at their West Palm Beach Home
The four are Messrs. Black, Radler, Atkinson, and Boultbee, and the corporation is Hollinger Inc., Hollinger International Inc.'s parent company.
Trump said that not everyone has the right mindset to run a public company and that Conrad Black should have kept his company off the stock exchange. "A public company is a different mindset. It's never easy for an individual entrepreneur who owns things because it is a whole different set of ideas."
Black couldn't make the transition between being an entrepreneur and senior partner in a private company to being the Chairman and CEO of a publicly traded corporation. He continued to treat the funds of a public company in the same manner as he controlled the funds of his private company.
In a belated attempt, Conrad Black tried to buy out the minority shareholders of Hollinger Inc., but that attempt ended in failure.
Individuals styled as corporate governance experts appear to have turned Hollinger Inc. and Hollinger International Inc. into vehicles for corporate law suits rather than productive organizations.
The benefits of corporate governance best practices have been lost in a morass of mutual recriminations.
1. The board of directors is responsible for governance and the management is responsible for the day-to-day operations of the corporation.
2. The board of directors must monitor management's execution of corporate policy, have monitoring processes in place, and must hold management accountable for the execution of the corporation's strategic plan.
3. The board of directors should represent and be nominated by the shareholders. Board members should not owe their allegiance or be nominated by management (unless managers act in their capacity as other shareholders).
4. Unless the CEO is the majority shareholder and there is no conflict of interest or conflict of accountability, the CEO and Chairperson positions should not be held by the same individual.