Critical Calls: A Playbook for High-Stakes Board Decisions
Autor Meena Thuraisinghamen Limba Engleză Paperback – 22 apr 2027
Critical Calls is a practical playbook for exactly these moments. Drawing on behavioural psychology, governance expertise, and real-world boardroom experience, it equips directors with frameworks for the decisions that matter most. Amidst seismic market, geopolitical, and climate upheaval – compounded by AI disruption and ever-tighter timeframes for consequential calls – razor-sharp judgment is no longer optional. It is the defining competency of the modern director and the contemporary board.
Written for experienced directors who want to sharpen their governing practices, and for executives wishing to leverage their experience to become board-ready.
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Specificații
ISBN-13: 9781041217763
ISBN-10: 1041217765
Pagini: 170
Ilustrații: 6
Dimensiuni: 156 x 234 mm
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
ISBN-10: 1041217765
Pagini: 170
Ilustrații: 6
Dimensiuni: 156 x 234 mm
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
Public țintă
Professional Practice & DevelopmentCuprins
Chapter 1: Introduction
Chapter 2: Assuring the Integrity of Board Information
Appendix 2.1: Board Paper Template
Appendix 2.2: Questioning Strategies by Decision Type
Appendix 2.3: Pattern Recognition and When Directors Need to Dig Deeper
Appendix 2.4: How to Structure an Effective Advisor Engagement
Chapter 3: Shaping, Setting and Pivoting Strategy
Appendix 3.1: Assessment of Board's Contribution to Strategy-Shaping
Appendix 3.2: Strategic Choices Model
Appendix 3.3: Strategic Coherence Test for Use in Small Groups
Appendix 3.4: Aligning Executive Incentives with Strategic Goals — An Illustrative Scorecard
Appendix 3.5: Structure Follows Strategy
Chapter 4: Taking Calculated Risks to Grow
Appendix 4.1: Evaluating the Effectiveness of Strategic Risk Controls
Appendix 4.2: Board Decision Checklist — Strategic Risk
Appendix 4.3: Risk Positive Approach to the Acquisition Decision — A Worked Example
Appendix 4.4: Strategic Foresight Practices
Appendix 4.5: Assessing & Selecting for Judgment Capacity — A Critical Incident Approach
Chapter 5: Handling Dissenting Views
Appendix 5.1: Chair Self Diagnostic Framework
Appendix 5.2: The Challenge of Virtual and Hybrid Meetings
Appendix 5.3: The Culture Map — Cultural Dimensions Framework (Meyer, INSEAD)
Chapter 6: Hiring, Evaluating and Exiting the CEO
Appendix 6.1: 10 Questions Boards Should Ask About Succession
Appendix 6.2: A Fit for Purpose Hiring Strategy
Appendix 6.3: Challenges Associated with Incumbency
Chapter 7: Balancing and Reconciling Competing Stakeholder Needs
Appendix 7.1: A Checklist for Generating Underlying Interests
Appendix 7.2: Illustrative Stakeholder Map Using the Underlying Interest Model
Appendix 7.3: AGM Preparation Checklist
Chapter 8: Managing Conflicts of Interests
Appendix 8.1: Quick-Reference: How Boards and Directors Manage a Declared Conflict
Appendix 8.2: Sample Template: Board Register of Interests
Chapter 9: Managing a Reputational Crisis on Compressed Timelines
Appendix 9.1: The Architecture of a Crisis — Before, During, After
Chapter 10: From Governance to the Practice of Governing
Chapter 2: Assuring the Integrity of Board Information
Appendix 2.1: Board Paper Template
Appendix 2.2: Questioning Strategies by Decision Type
Appendix 2.3: Pattern Recognition and When Directors Need to Dig Deeper
Appendix 2.4: How to Structure an Effective Advisor Engagement
Chapter 3: Shaping, Setting and Pivoting Strategy
Appendix 3.1: Assessment of Board's Contribution to Strategy-Shaping
Appendix 3.2: Strategic Choices Model
Appendix 3.3: Strategic Coherence Test for Use in Small Groups
Appendix 3.4: Aligning Executive Incentives with Strategic Goals — An Illustrative Scorecard
Appendix 3.5: Structure Follows Strategy
Chapter 4: Taking Calculated Risks to Grow
Appendix 4.1: Evaluating the Effectiveness of Strategic Risk Controls
Appendix 4.2: Board Decision Checklist — Strategic Risk
Appendix 4.3: Risk Positive Approach to the Acquisition Decision — A Worked Example
Appendix 4.4: Strategic Foresight Practices
Appendix 4.5: Assessing & Selecting for Judgment Capacity — A Critical Incident Approach
Chapter 5: Handling Dissenting Views
Appendix 5.1: Chair Self Diagnostic Framework
Appendix 5.2: The Challenge of Virtual and Hybrid Meetings
Appendix 5.3: The Culture Map — Cultural Dimensions Framework (Meyer, INSEAD)
Chapter 6: Hiring, Evaluating and Exiting the CEO
Appendix 6.1: 10 Questions Boards Should Ask About Succession
Appendix 6.2: A Fit for Purpose Hiring Strategy
Appendix 6.3: Challenges Associated with Incumbency
Chapter 7: Balancing and Reconciling Competing Stakeholder Needs
Appendix 7.1: A Checklist for Generating Underlying Interests
Appendix 7.2: Illustrative Stakeholder Map Using the Underlying Interest Model
Appendix 7.3: AGM Preparation Checklist
Chapter 8: Managing Conflicts of Interests
Appendix 8.1: Quick-Reference: How Boards and Directors Manage a Declared Conflict
Appendix 8.2: Sample Template: Board Register of Interests
Chapter 9: Managing a Reputational Crisis on Compressed Timelines
Appendix 9.1: The Architecture of a Crisis — Before, During, After
Chapter 10: From Governance to the Practice of Governing
Recenzii
‘The moments that define a board are rarely resolved by referring to governance documents. In Critical Calls, Meena Thuraisingham makes a compelling case that what matters most when boards are making consequential decisions is something far more powerful: the character of the board. This encompasses the accumulated norms, relationships and expectations that shape how directors behave when making high-stakes decisions.
What sets this book apart is its practicality, translating sophisticated governance constructs into checklists, frameworks and prompts that are easy to use. Informed by Thuraisingham's deep governance expertise, this is a playbook directors will return to when faced with their most consequential decisions.’
Ilana Atlas AO
Board Chair and Non-executive Board Director
‘Most governance books tell directors what boards should look like. Critical Calls is about what boards actually have to do when the stakes are highest, the information is incomplete, and the room is divided. Meena Thuraisingham has written a wise and practical guide to the decisions that make or break a board. Testing what management reports, shaping strategy, taking risk, managing leadership change, handling dissent and conflicts, steering through crisis—on each, she brings insight grounded in the realities of the boardroom. The result is an exceptionally useful playbook for directors and chairs who want to become better stewards of the organizations they serve.’
Rajiv B. Lall
Board Chair and Non-Executive Board Member
‘Critical Calls is a timely and highly practical guide to Board leadership which shows that effective governance is not simply about compliance, but about judgment, courage and stewardship.
The book combines rigorous thinking with exceptionally useful frameworks for Boards facing their most consequential decisions. It is an authoritative and compelling playbook for directors determined to govern with both clarity and purpose and deserves to become an indispensable companion for every serious board director.’
Costas Markides
Professor of Strategy and Entrepreneurship at London Business School
‘Boards are ultimately judged by the quality of the decisions they make when it really matters. Critical Calls gets to the heart of that distinction. Drawing together judgment, challenge, stewardship, trust and practical boardroom dynamics, Meena Thuraisingham has produced an unusually useful guide to the real work of governing. It is thoughtful, practical and grounded in the realities directors face when decisions are complex, information is imperfect and the stakes are high. I recommend it to both experienced directors and those beginning their board careers.’
Professor Charlotte Valeur
Board Chair, Non-Executive Board Director and Governance Expert
What sets this book apart is its practicality, translating sophisticated governance constructs into checklists, frameworks and prompts that are easy to use. Informed by Thuraisingham's deep governance expertise, this is a playbook directors will return to when faced with their most consequential decisions.’
Ilana Atlas AO
Board Chair and Non-executive Board Director
‘Most governance books tell directors what boards should look like. Critical Calls is about what boards actually have to do when the stakes are highest, the information is incomplete, and the room is divided. Meena Thuraisingham has written a wise and practical guide to the decisions that make or break a board. Testing what management reports, shaping strategy, taking risk, managing leadership change, handling dissent and conflicts, steering through crisis—on each, she brings insight grounded in the realities of the boardroom. The result is an exceptionally useful playbook for directors and chairs who want to become better stewards of the organizations they serve.’
Rajiv B. Lall
Board Chair and Non-Executive Board Member
‘Critical Calls is a timely and highly practical guide to Board leadership which shows that effective governance is not simply about compliance, but about judgment, courage and stewardship.
The book combines rigorous thinking with exceptionally useful frameworks for Boards facing their most consequential decisions. It is an authoritative and compelling playbook for directors determined to govern with both clarity and purpose and deserves to become an indispensable companion for every serious board director.’
Costas Markides
Professor of Strategy and Entrepreneurship at London Business School
‘Boards are ultimately judged by the quality of the decisions they make when it really matters. Critical Calls gets to the heart of that distinction. Drawing together judgment, challenge, stewardship, trust and practical boardroom dynamics, Meena Thuraisingham has produced an unusually useful guide to the real work of governing. It is thoughtful, practical and grounded in the realities directors face when decisions are complex, information is imperfect and the stakes are high. I recommend it to both experienced directors and those beginning their board careers.’
Professor Charlotte Valeur
Board Chair, Non-Executive Board Director and Governance Expert
Notă biografică
Meena Thuraisingham, governance specialist and non-executive director, leads BoardQ – a board advisory practice. She is the author of Identity, Power and Influence in the Boardroom (Routledge, 2019) and The Secret Life of Decisions (Routledge, 2013).
Descriere
Drawing on behavioural psychology, governance expertise, and real-world boardroom experience, Critical Calls equips directors with frameworks for the decisions that matter most.