Steve Pell
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View all articles →The Chair may be the board’s most improvable performance lever
Egon Zehnder recently published an interesting perspective on whether the Board Chair really matters.
by Steve PellBoards that keep evaluating are boards that keep improving
Boards that evaluate their performance repeatedly tend to get better.
by Steve PellExclusive data: Choosing the CEO is only half the job
A significant new contention on the board’s role in CEO succession has been published and deserves exploration.
by Steve PellSuccession as a key pillar of value creation
Across 155 boards in the BoardOutlook 2025 benchmark pool, approximately four in ten directors (39%) name enhancing ...
by Steve PellThe average graduate gets better feedback than the average CEO
The average graduate gets better feedback than the average CEO. Over the past decade I have put that contention to ...
by Steve PellProfessionalising Governance in Founder-Led Businesses
What to build, what to defer Founder-led businesses that have grown organically arrive at the question of governance ...
by Steve PellThe corruption of “psychological safety” in the boardroom
Why the most popular idea in boardroom improvement is applied backwards.
by Steve PellWhy Good Boards Oversee Irrelevance
The dominant failure mode of governance has no villain.
by Steve PellThe 9% Problem: Why Boards Leave Chair Succession Too Late
Chair succession is one of the clearest tests of board maturity.
by Steve Pell