In a prescriptive, though not preachy manner, Craver presents a very readable way of looking at how governing boards should work. It is a highly persuasive 'tops down' approach toward board-determined policies that operate at the highest level possible. In Carver's model, only four types of policies need to be set by the board: 1) "Ends" policies (board expectations), 2) Executive Limitations (the "don'ts" for the organization), 3) Board process policies and 4) Board-CEO relationship policies.

The Carvers illustrate effective board decision making, show how to craft useful policies, and offer practical advice on such matters as setting the agenda, monitoring CEO performance, defining the board role, and more. Though you may sometimes find its step-by-step instructions pedantic, this book is short enough to be read on a board member's tight schedule, and insightful enough to provide ideas that can truly give a new perspective on problems faced in board meetings. Carver makes it clear that board leadership is best when it distinguishes between ends and means, and that governance (and the highest satisfaction for board members) lies in articulating ends and the route to those ends. If you have wondered why your company does not always succeed in getting a lot done despite diligent meeting schedules and full agendas, then take a gander. 

Ram Charan does possess foresight. When he first wrote this book in 1998, Enron and Worldcom were yet to effervesce for all the wrong reasons. Still he had advocated companies building a strong independent board, one that has more than rubber-stamp responsibilities. The author has worked with some of the best companies, boards and executives ...some have succeeded and others have failed. Yet, his insight is one that focuses on accountability and frequent, frank evaluations of both roles: the independent director and the CEO. 

Charan, who has written a number of articles for the Harvard Business Review, covers how to find new board members, the kind of information the board needs and receives and the ways in which it is conveyed, shareholder relations, evaluation of CEOs and other oversight functions, and succession planning. The final chapters are especially insightful, focusing on  the Chairman/CEO evaluation, providing any director with the framework to ask the right questions.

Bob Monks is one of the best known figures in corporate governance in the USA, having made his name through attacking the 'corporate establishment'. Monks was the recipient of the International Corporate Governance Network (ICGN) Award for 2002.  His "Lens Fund" aims to invest in large companies that have a defensive corporate culture of 'management incompetence' - so far the Lens has targeted companies such as Sears, Chrysler, Chase Manhattan and American Express. 

This book was the first to focus comprehensively on corporate governance - the most important development in business over the last decade. The abuses and excesses of the takeover era and the exponential growth of the institutional investor have transformed the roles of the shareholders, managers, and directors of publicly held companies. Corporate Governance explains how it happened, where it is going, and what the impact will be, illustrating with extensive case studies.

Ralph Ward focuses specifically on board-level governance, offering advice aimed primarily at corporate directors and with particular emphasis on the non-executive's role. Each of the 25 chapters discusses a single aspect of board governance. Broadly, they cover: board, CEO, and committee duties and performance evaluation; board structure and leadership; the logistics of meetings and board communications; managing corporate image and corporate risk; governance in various organizational contexts; and hot governance topics. Each chapter provides a concise overview of a problem or focus area, several real life examples, internet resources, advice from various experts and a checklist summary on CD -ROM.

Several insightful readers have suggested that CalPERS should be sending Mr. Ward's book to each board member of the companies on its focus list. 

Enron, to WorldCom, to Tyco, to Global Crossing. Ralph Ward starts with the premise that the board of directors is a fundamentally flawed tool for fiduciary oversight of the modern corporation. Then, he digs into the real reasons for governance failures, which are complex and misunderstood. Finally, he provides the tools needed to build on the board’s genuine strengths, which make it well worth preserving, restoring, and rejuvenating.

In this book, the author, who is a seasoned board observer, diagnoses ten chronic board failures and offers proven solutions on how to fix them. Ward examines the auditing, financial disclosure, and executive pay failures that have garnered the most media attention, but digs deeper to analyze basic issues of communication, organization, and execution, revealing why so many boards fail to live up to their promise as corporate stewards. 

If you need to equip yourselves with the latest on corporate governance, you better not miss out on "Policy Governance." And don't perk up if your designation changes from board-member to servant-leader. 

The Policy Governance model requires that boards become far more enlightened and more competent as groups than they have been. If that means losing some board members as the composition of boards goes through change, then the world will be the better for it. The Policy Governance model is not designed to please today’s board members or today’s managers. It is designed to give organizations’ true owners competent servant-leaders to govern on their behalf.

One of the specialties of this book is the Frequently Asked Questions Guide. The reader is directed to his  most urgent concerns. These FAQs appear throughout the book along with pull-out quotes that focus the reader's attention on key issues in the section.