BUILDING TRUST BETWEEN MANAGERS AND DIRECTORS by
Lawrence Tapp
The push to reform corporate governance practices has had positive results. But as this author, the Dean of the Ivey Business School, points out, that push may have gone too far by forcing managers to pay more attention to satisfying directors than to running the company. What a company needs is a board that knows -- and is sure of -- its role, and that can build trust between itself and managers.
