Podcasts about diligent corporation

Ever wondered what keeps board members up at night, beyond just the financial spreadsheets? Today we're diving into the complex world of corporate governance in the digital age with Dottie Schindlinger, Executive Director of the Diligent Institute. In this conversation, Dottie unpacks the critical issues facing modern boards, from AI ethics and climate leadership to the ever-evolving landscape of cyber risk and the looming potential of quantum computing. This week's episode 171 of How Women Inspire Podcast is about corporate governance in the digital age!In this episode of How Women Inspire Podcast, Dottie Schindlinger is sharing the importance of corporate boards addressing climate change and other major issues and actionable steps you can take right now to continue to educate yourself as a board member. Dottie Schindlinger is the Executive Director of the Diligent Institute, the independent corporate governance research arm and think tank of Diligent Corporation. The Diligent Institute informs, educates, and connects leaders to champion governance excellence by providing cutting-edge research on the most pressing issues of corporate governance and offering certifications and educational programs that equip leaders with the knowledge and credentials needed to guide their organizations through existential challenges. Dottie also hosts The Corporate Director Podcast. Some of the talking points Julie and Dottie go over in this episode include:Dottie's journey into the world of corporate governance and building BoardEffect.Issues likely to be discussed in boardrooms over the next few years, including quantum computing.The three main jobs of a board: insight, oversight, and foresight.The importance of board chairs building strategic partnerships with their CEOs and fostering trust and goodwill.Don't forget to check out Dottie's book Governance in the Digital Age: A Guide for the Modern Corporate Board Director!Thank you for listening! If you enjoyed this episode, take a screenshot of the episode to post in your stories and tag me!  And don't forget to follow, rate, and review the podcast and tell me your key takeaways!Learn more about How Women Inspire at https://www.howwomenlead.com/podcast CONNECT WITH DOTTIE SCHINDLINGER:LinkedInX (formerly Twitter)Diligent InstituteCONNECT WITH JULIE CASTRO ABRAMS:LinkedIn - JulieHow Women LeadHow Women InvestHow Women GiveInstagram - HWLLinkedIn - HWLFacebook - HWL

Nem lenne kötelező szendvicset adni a mentősöknek, de amit kapnak, azt méltatlannak tartja az egyik mentős szervezet Telex     2025-02-13 10:21:51     Belföld Életmentés A lakosságtól kér pénzt vagy a vendéglátósoktól várna segítséget az egyik mentős szervezet, pedig a jogszabályok szerint a munkáltatói juttatásoknak nem része az étkeztetés. Bocsánatot kért a Nissan a Stohl Andrással és Ganxsta Zolee-val készült reklámkampánya miatt 24.hu     2025-02-13 13:09:16     Belföld Reklám Stohl András Nissan Ganxsta Zolee A Nissan magyarországi importőre visszavonta reklámkampányát és bocsánatot kért, miután több kritikát is kaptak a Ganxsta Zolee és Stohl András. Óriási amerikai beruházás érkezett Magyarországra vg.hu     2025-02-13 10:21:22     Gazdaság USA Beruházás Diligent Az amerikai Diligent Corporation 37 milliárd forint értékű magyarországi kutatás-fejlesztési rekordberuházása 124 új munkahelyet hoz létre. Vajon tudja még a 230 km/órát a 300 ezret futott, dízel Mercedes az Autobahnon? Autónavigátor     2025-02-13 11:35:07     Autó-motor Németország Üzemanyag Mercedes-Benz Dízel Németországban már legfeljebb poénnak megy el, ha egy 15 év feletti Mercedes volánja mögött próbálsz meg másokat levillogni a belsőben. Annyira beleállt a földbe az akkugyártás, hogy erre még a kormány sem biztos, hogy számított Forbes     2025-02-13 11:30:09     Gazdaság KSH A KSH közölte az ipari termelési adatokat, amelyek kifejezetten rossz képet festenek a magyar ipar állapotáról. Európa felocsúdott, nem kér a „piszkos alkuból” Privátbankár     2025-02-13 15:18:03     Külföld Ukrajna USA Európaiak figyelmeztetik az Egyesült Államokat: ne kössenek Ukrajna-megállapodást a hátunk mögött. Orbán: Nem akarok egy olyan országban élni, ahol nincsen alternatíva 444.hu     2025-02-13 12:15:33     Belföld Interjú liberális Orbán nemcsak sajtótájékoztatót, de közös interjút is adott a szélsőjobbos Alice Weidellel, akit elegáns szabadságharcos hölgynek nevezett, és aki cserébe liberálisnak nevezte Orbánt. Elsüllyedt a kormány zászlóshajója mfor.hu     2025-02-13 16:18:04     Gazdaság KSH Az év utolsó hónapja brutális összeomlást hozott az akkugyártásra, éves szinten 51 százalékos visszaesés jelentettek, és a szektor termelése 102 milliárd forintra csökkent a KSH adatbázisa szerint. Elon Musk: hagyni kellene más országokat a saját dolgukkal foglalkozni HírTV     2025-02-13 11:03:04     Külföld Elon Musk Egyesült Arab Emírségek Dubaj Elon Musk csütörtökön a Dubajban megrendezett Világkormányzati Csúcstalálkozó nemzetközi konferencián arról beszélt, hogy az Egyesült Államok a múltban "rámenős" volt, és most már "törődjön a saját dolgával", emellett hangsúlyozta, hogy hagyni kellene más országokat a saját dolgukkal foglalkozni. Itt a bejelentés: minden 65 évesnél fiatalabb nyugdíjast érint Startlap Utazás     2025-02-13 11:09:55     Utazás Nyugdíj Magyar Posta Zrt. Hamarosan kézhez kapják a nyugdíjasok az utazási utalványokat, amelyeket a Magyar Államkincstár (MÁK) Nyugdíjfolyósító Igazgatósága állít ki. Február 18-ától indul a postázásuk. Ukrajna szankciókat vezet be Magyar Hírlap     2025-02-13 10:39:00     Külföld Ukrajna A volt államfő provokációnak és bűncselekménynek nevezte az ellene elrendelt intézkedéseket. Profi szájról olvasó fejtette meg, mit kiabált a Liverpool edzője a bírónak, ami után kiállították Telex     2025-02-13 14:06:41     Foci Liverpool Arne Slot a piros lapja mellé egy kétmeccses eltiltást is kapott. Így alakult át a McLaren F1-es autója 2025-re F1világ     2025-02-13 16:50:51     Forma1 McLaren A McLaren Forma-1-es csapata Silverstone-ban pályára vitte 2025-ös versenyautóját, amely számos aerodinamikai és felfüggesztésbeli módosítással debütált. Bár a csapat a titoktartás miatt csupán néhány képet osztott meg a shakedown tesztről, az első részletek már most komoly fejlesztéseket sejtetnek. Mutatjuk, merre kell esőre és hóra számítani szombat reggelig, óráról órára Kiderül     2025-02-13 16:41:42     Időjárás Csapadék Havazás Csütörtök estétől ismét egyre több helyen kell csapadékra számítani. A csapadék halmazállapota kezdetben eső lesz, amelyet péntek hajnaltól egyre több helyen havazás vált fel. A további adásainkat keresd a podcast.hirstart.hu oldalunkon.

Nem lenne kötelező szendvicset adni a mentősöknek, de amit kapnak, azt méltatlannak tartja az egyik mentős szervezet Telex     2025-02-13 10:21:51     Belföld Életmentés A lakosságtól kér pénzt vagy a vendéglátósoktól várna segítséget az egyik mentős szervezet, pedig a jogszabályok szerint a munkáltatói juttatásoknak nem része az étkeztetés. Bocsánatot kért a Nissan a Stohl Andrással és Ganxsta Zolee-val készült reklámkampánya miatt 24.hu     2025-02-13 13:09:16     Belföld Reklám Stohl András Nissan Ganxsta Zolee A Nissan magyarországi importőre visszavonta reklámkampányát és bocsánatot kért, miután több kritikát is kaptak a Ganxsta Zolee és Stohl András. Óriási amerikai beruházás érkezett Magyarországra vg.hu     2025-02-13 10:21:22     Gazdaság USA Beruházás Diligent Az amerikai Diligent Corporation 37 milliárd forint értékű magyarországi kutatás-fejlesztési rekordberuházása 124 új munkahelyet hoz létre. Vajon tudja még a 230 km/órát a 300 ezret futott, dízel Mercedes az Autobahnon? Autónavigátor     2025-02-13 11:35:07     Autó-motor Németország Üzemanyag Mercedes-Benz Dízel Németországban már legfeljebb poénnak megy el, ha egy 15 év feletti Mercedes volánja mögött próbálsz meg másokat levillogni a belsőben. Annyira beleállt a földbe az akkugyártás, hogy erre még a kormány sem biztos, hogy számított Forbes     2025-02-13 11:30:09     Gazdaság KSH A KSH közölte az ipari termelési adatokat, amelyek kifejezetten rossz képet festenek a magyar ipar állapotáról. Európa felocsúdott, nem kér a „piszkos alkuból” Privátbankár     2025-02-13 15:18:03     Külföld Ukrajna USA Európaiak figyelmeztetik az Egyesült Államokat: ne kössenek Ukrajna-megállapodást a hátunk mögött. Orbán: Nem akarok egy olyan országban élni, ahol nincsen alternatíva 444.hu     2025-02-13 12:15:33     Belföld Interjú liberális Orbán nemcsak sajtótájékoztatót, de közös interjút is adott a szélsőjobbos Alice Weidellel, akit elegáns szabadságharcos hölgynek nevezett, és aki cserébe liberálisnak nevezte Orbánt. Elsüllyedt a kormány zászlóshajója mfor.hu     2025-02-13 16:18:04     Gazdaság KSH Az év utolsó hónapja brutális összeomlást hozott az akkugyártásra, éves szinten 51 százalékos visszaesés jelentettek, és a szektor termelése 102 milliárd forintra csökkent a KSH adatbázisa szerint. Elon Musk: hagyni kellene más országokat a saját dolgukkal foglalkozni HírTV     2025-02-13 11:03:04     Külföld Elon Musk Egyesült Arab Emírségek Dubaj Elon Musk csütörtökön a Dubajban megrendezett Világkormányzati Csúcstalálkozó nemzetközi konferencián arról beszélt, hogy az Egyesült Államok a múltban "rámenős" volt, és most már "törődjön a saját dolgával", emellett hangsúlyozta, hogy hagyni kellene más országokat a saját dolgukkal foglalkozni. Itt a bejelentés: minden 65 évesnél fiatalabb nyugdíjast érint Startlap Utazás     2025-02-13 11:09:55     Utazás Nyugdíj Magyar Posta Zrt. Hamarosan kézhez kapják a nyugdíjasok az utazási utalványokat, amelyeket a Magyar Államkincstár (MÁK) Nyugdíjfolyósító Igazgatósága állít ki. Február 18-ától indul a postázásuk. Ukrajna szankciókat vezet be Magyar Hírlap     2025-02-13 10:39:00     Külföld Ukrajna A volt államfő provokációnak és bűncselekménynek nevezte az ellene elrendelt intézkedéseket. Profi szájról olvasó fejtette meg, mit kiabált a Liverpool edzője a bírónak, ami után kiállították Telex     2025-02-13 14:06:41     Foci Liverpool Arne Slot a piros lapja mellé egy kétmeccses eltiltást is kapott. Így alakult át a McLaren F1-es autója 2025-re F1világ     2025-02-13 16:50:51     Forma1 McLaren A McLaren Forma-1-es csapata Silverstone-ban pályára vitte 2025-ös versenyautóját, amely számos aerodinamikai és felfüggesztésbeli módosítással debütált. Bár a csapat a titoktartás miatt csupán néhány képet osztott meg a shakedown tesztről, az első részletek már most komoly fejlesztéseket sejtetnek. Mutatjuk, merre kell esőre és hóra számítani szombat reggelig, óráról órára Kiderül     2025-02-13 16:41:42     Időjárás Csapadék Havazás Csütörtök estétől ismét egyre több helyen kell csapadékra számítani. A csapadék halmazállapota kezdetben eső lesz, amelyet péntek hajnaltól egyre több helyen havazás vált fel. A további adásainkat keresd a podcast.hirstart.hu oldalunkon.

//The Wire//2100Z July 26, 2024////ROUTINE////BLUF: FRENCH RAIL NETWORK SABOTAGED AS OLYMPICS BEGIN. PENTAGON IT PROVIDER IMPACTED BY DATA BREACH AND DOCUMENT LEAK.// -----BEGIN TEARLINE------International Events-Europe: The Olympic Games began today in Paris. Security has been tight over the past few weeks leading up to the event, as the risk of terrorism remains persistently elevated throughout Europe. This morning, the TGV high-speed rail network was targeted by malign actors, who shut down the network via acts of sabotage and arson. French authorities report that several lines were taken out of action due to coordinated sabotage teams, who disabled the rail network at several sites throughout the country simultaneously. No word yet on which organization or group conducted these attacks.-HomeFront-Washington D.C. – Concern is mounting with regards to a major cybersecurity breach of Leidos that became public a few days ago. Allegedly, malign actors leaked documents that were obtained from a previous breach of the Diligent Corporation. The breach at this third-party vendor allowed documents from Leidos to be stolen and leaked. AC: Leidos is a major defense contractor, who primarily serves as an IT services provider for the Department of Defense.Texas: Two major arrests of senior Sinaloa cartel officials occurred last night in El Paso. Joaquin Guzman Lopez (son of El Chapo) and Ismael "El Mayo" Zambada Garcia (a senior Sinaloa kingpin) were arrested under unclear circumstances. Both men have been high-value individuals for some time, for crimes related to cartel operations.-----END TEARLINE-----Analyst Comments: The events in El Paso are possibly related to a power-play within the Sinaloa. Mainstream media sources claim that El Mayo was deceived by another high-ranking Sinaloa official into flying into a small airstrip in El Paso instead of another location. El Chapo's son was on the same flight, and was captured alongside El Mayo. Due to the nature of counter-narcotics operations, very few of these details can be independently confirmed. However, if these arrests were as strategically damaging to the Sinaloa as many media outlets indicate, conflict along the U.S. border with Mexico could intensify in retaliation.Analyst: S2A1//END REPORT//

Volvemos con uno de los encuentros radiofónicos de WomenCEO en el Afterwork de Capital Radio. Y lo hacemos para hablar de uno de los grandes desafíos en lo que a diversidad de género se refiere. Hacer visible el talento femenino, actualmente muy invisibilizado, pero existente en el seno de nuestras organizaciones y compañías. De la mano de Ana Lamas, presidenta de WomenCEO y Amanda Palazón, miembro de la junta directiva, charlamos con Raquel San Jaime, es experta en sostenibilidad y miembro del Instituto de Censores Jurados y de Cuentas de España; con Laura Espinosa, Country Manager para el sur de Europa de la plartaforma Diligent Corporation y con Miriam Serrano, Gerente de Previntegra. Conocer herramientas para visibilizar el talento femenino y aprovechar la regulación en materia de sostenibilidad para el cambio social -no sólo mediambiental- suponen una oportunidad para las compañías de avanzar con convición en este complicado reto.

Welcome to a special series sponsored by Diligent, where we look down the road at key issues in 2024 and beyond. In this series, I will visit with Nicholas Latham, Renee Murphy, Jessica Czeczuga, Yee Chow, and Alexander Cotoia. Over this series, we will consider compliant communications in regulated industries, managing conflicts of interest at the Board level, the Board's role in compliance training and communications, navigating the current ESG landscape, and professional growth and mentorship in compliance. In this Part 1, we consider compliant communications in regulated industries with Nicholas Latham. Nicholas Latham is an accounting professional with a strong accounting and risk management background, currently serving as a Client Partner at Diligent Corporation. His perspective on accounting and risk assessment is shaped by his extensive experience in the financial industry, particularly in the collections department of a US bank. Nicholas believes that organizations must implement and adapt frameworks such as COSO and ISO 31,000 to manage and mitigate risks effectively. He also emphasizes the need for a holistic view of risk and control across the entire organization rather than siloed departments, and he believes these frameworks can help provide a comprehensive understanding of the organization's risk landscape. Join Tom Fox and Nicholas Latham on this episode of the Diligent Podcast as they delve deeper into Latham's expertise in governmental accounting and risk assessment. Key Highlights: Risk and Control Expertise in Professional Background Assessing and Mitigating Risk in Organizations Holistic View of Organizational Operations and Risk Ready for Purpose-Driven Compliance? Diligent equips leaders with the tools to build, monitor, and maintain an open, transparent ethics and compliance culture. For more information and to book a demo, visit Diligent.com Join us tomorrow, where we will consider managing conflicts of interest at the Board of Directors.

Hang Xu shares why he's trying to make recruitment more ethical, how candidates can secure the best possible compensation, and what to watch out for when working with recruiters. Highlights include: Why is it important to always go for the maximum salary available? What can a candidate do to positively influence a levelling decision? Why do candidates with the same skills get paid vastly different amounts? Do you still believe that candidates should sometimes go back on their word? What is pre-closing and why don't you feel that it's a fair recruitment practice? ====== Who is Hang Xu? Hang is a former product designer who, in late in 2022, became the founding talent agent of Collective Supply

0:00 -- Intro.1:21-- About this podcast's sponsor: The American College of Governance Counsel.2:17 -- Start of interview.2:49 -- Brian's "origin story." He founded a startup that sold cars online in the dot com era (CarOrder) based out of Austin TX. He later worked at McKinsey & Co. From there he moved to Diligent as CEO.6:17 -- The history, mission and current focus of Diligent Corporation. "The role of governance oversight has become much more of an exercise in risk management."11:48 -- About their new product: The Diligent One Platform.14:42 -- About his book Governance in the Digital Age. A Guide for the Modern Corporate Board Director (co-authored with Dottie Schindlinger.)17:02  -- On ESG and its political backlash. On stakeholders (BRT Restatement of the purpose of the corporation, 2019). "If you do well for your stakeholders, you're going to do well for your shareholders over a long period of time."20:00 -- How to think about ESG: "The companies that do it the right way, tie it back to their strategy." "In the US, [ESG] is much more tied to climate."23:32 -- His experience working with and serving on a private equity backed company. Distinctions with public company boards. "In PE-backed boards, you get to experience radical transparency around data and information with your board." [reference on Netflix case study by Stanford GSB]. "The longer time nature and longer term hold period of private investors can set the right mindset of management and the company around long term."29:36 -- On international distinctions in corporate governance, and running global companies. "Half our clients are located outside of the US and Canada, and more than half of our employees are located outside of US/Canada."31:47 -- On geopolitical risks, and how boards should address the rapidly changing landscape.34:16 -- On board composition: 1) They should look like customers or employees or some combination of the two, 2) technology fluency of the board should increase. How to tackle board diversity. "I look for board members who can help me see things that I'm not seeing." (achieved through directors with different backgrounds)38:05 -- Book that has greatly influenced his life: Moneyball by Michael Lewis (2003)39:09 -- His mentors, and what he learned from them: a few different partners at McKinsey & Co.40:14 -- Quotes that he thinks of often or lives his life by: "People won't remember what you said or did, they will remember how you made them feel." by Maya Angelou.41:13 -- An unusual habit or an absurd thing that she loves: he gets up super early (4am or earlier).43:00 -- The living person he most admires: his mother.Brian Stafford is the Chief Executive Officer at Diligent, a leading GRC SaaS company providing solutions across governance, risk and compliance.__This podcast is sponsored by the American College of Governance Counsel.__ You can follow Evan on social media at:Twitter: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__You can join as a Patron of the Boardroom Governance Podcast at:Patreon: patreon.com/BoardroomGovernancePod__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

The demands and challenges companies face are changing in the digital age. Because of this, the way corporate boards operate, discuss, and tackle these issues is also changing. From having more diverse voices represented to acknowledging and responding to global issues like climate change and supply chain disruptions, the job of the corporate board is more difficult now than ever. Dottie Schindlinger is here to talk about the impact of these changes and what we should expect going forward in the world of corporate boards. This week's episode 85 of How Women Inspire Podcast is about the future of corporate governance! In this episode of How Women Inspire Podcast, Dottie Schindlinger is sharing the importance of corporate boards addressing climate change and other major issues and actionable steps you can take right now to continue to educate yourself as a board member. Dottie Schindlinger is the Executive Director of the Diligent Institute, the independent corporate governance research arm and think tank of Diligent Corporation. The Diligent Institute informs, educates, and connects leaders to champion governance excellence by providing cutting-edge research on the most pressing issues of corporate governance and offering certifications and educational programs that equip leaders with the knowledge and credentials needed to guide their organizations through existential challenges. Dottie also hosts The Corporate Director Podcast. Some of the talking points Julie and Dottie go over in this episode include:Dottie's journey into the world of corporate governance and building BoardEffect.Issues likely to be discussed in boardrooms over the next few years, including quantum computing.The three main jobs of a board: insight, oversight, and foresight.The importance of board chairs building strategic partnerships with their CEOs and fostering trust and goodwill.Don't forget to check out Dottie's book Governance in the Digital Age: A Guide for the Modern Corporate Board Director!Thank you for listening! If you enjoyed this episode, take a screenshot of the episode to post in your stories and tag me!  And don't forget to follow, rate, and review the podcast and tell me your key takeaways!Learn more about How Women Inspire at https://www.howwomenlead.com/podcast CONNECT WITH DOTTIE SCHINDLINGER:LinkedInX (formerly Twitter)Diligent InstituteCONNECT WITH JULIE CASTRO ABRAMS:LinkedIn - JulieHow Women LeadHow Women InvestHow Women GiveInstagram - HWLLinkedIn - HWLFacebook - HWLJoin us for Get On Board Week from October 16-20, 2023. Registration is now open at https://www.howwomenlead.com/getonboard

Welcome to the award-winning FCPA Compliance Report, the longest-running podcast in compliance. In this episode, Tom Fox welcomes Dottie Schindlinger, Executive Director of the Diligent Institute.  The Diligent Institute, the governance research arm of Diligent Corporation, is on a mission to promote governance excellence by providing valuable resources and support to board members and senior leaders. Through research, thought leadership, podcasts, web shows, and certification programs, the institute addresses topics such as climate leadership, ESG, cyber risk, strategy, and AI ethics. Programs like the Next Gen Board Leaders Program and Director Network software facilitate peer-to-peer networking and board opportunities.  The Diligent Academy offers e-learning certification programs for directors, while the Diligent Forum provides a platform for directors to discuss specific themes with guest speakers. The conversation emphasizes the importance of empowering board members with the right information and insights to make informed decisions. It also discusses the changing role of directors in today's business landscape, with a focus on digital transformation, cybersecurity, and customer satisfaction. The Diligent Institute aims to be a trusted resource for directors, providing valuable knowledge and understanding of their needs.  Key Highlights: ·      Diligent Institute: Empowering Board Leaders ·      Diligent Academy and Forum ·      ESG Momentum ·      ESG Views and Director Confidence ·      The Changing Role of Directors Resources Dottie Schindlinger on LinkedIn The Diligent Institute Tom Fox Instagram Facebook YouTube Twitter LinkedIn Learn more about your ad choices. Visit megaphone.fm/adchoices

Championing Modern Governance: Lisa Edwards, Executive Chair, Diligent Institute Lisa Edwards is the Executive Chair of the Diligent Institute, the modern governance think tank and global research arm of Diligent Corporation. In her role, Lisa is responsible for expanding the institute's position as the leading authority on governance, risk, compliance, audit and ESG trends and insights.  Lisa previously served as President and Chief Operating Officer of Diligent Corporation, where she was responsible for commercial growth and performance, including global sales, marketing, customer success, services, partnerships and 24/7/365 worldwide support.  Before joining Diligent, Lisa served as EVP of Strategic Business Operations at Salesforce after a finance leadership role running Global Corporate Services. Prior to Salesforce, Lisa led global strategic partnerships for Visa, Inc. as SVP/Head of Global Strategic Alliances and Global IP Strategy and earlier served in an operations role as Head of Global Corporate Services. Earlier in her career, she was a serial entrepreneur, serving as CEO of KnowledgeX, a venture-backed database startup which she led in a sale to IBM and co-founder of Valubond, a fintech firm where she served as President, COO, and head of the ATS (Alternative Trading System) prior to its acquisition by Knight Capital. Bard MBA's Hannah Hintz speaks with Lisa for this episode of the Impact Report.    ImpactReportPodcast.com  

In this episode of The Corporate Director Podcast, Sonvi Khanna, Associate Director of the Social Compact at Dasra, and Meher Pudumjee, Chairperson of Thermax Limited discuss the “S” in ESG and their work championing informal workers' rights in India.

In this episode of The Corporate Director Podcast, Robert Silvers, Undersecretary of Policy for the U.S. Department of Homeland Security discusses the Cyber Safety Review Board, the Cyber Incident Reporting Council, the biggest cybersecurity threats for businesses today and what companies can do to better prepare.

In this episode of The Corporate Director Podcast, Dan Siciliano, Co-Founder of the Rock Center for Corporate Governance and Chair of the Silicon Valley Directors' Exchange (SVDX), discusses key findings from a report conducted in partnership between Diligent Institute and SVDX - Blockchain Digital Assets: Fad, Disruption or Strategic Driver?

In this episode of The Corporate Director Podcast, get insights from the latest Diligent Institute global report on boardroom diversity and hear from Edie Fraser, CEO of the Women Business Collaborative, as she discusses her organization's Companies of Purpose Initiative. 

In this episode of The Corporate Director Podcast, Veronica Olazabal, Chief Impact and Evaluation Officer of the BHP Foundation and President of the American Evaluation Association discusses impact evaluation in the philanthropic and non-profit space and the questions leaders should be asking to make their organizations more sustainable.

In this episode of The Corporate Director Podcast, Michael Volkov, CEO and Founder of The Volkov Law Group LLC discusses the latest trends in ethics and compliance, regulation and litigation around these issues and how the board's role in overseeing ethics and compliance issues is evolving. 

In this episode of The Corporate Director Podcast, Dr. Filipe Morais, Lecturer in Governance & Reputation at the Henley Business School and Independent Partner at AMROP discusses his latest book, “The Palgrave Handbook of ESG and Corporate Governance.”

In this episode of The Corporate Director Podcast, Keith Meyer, Global Practice Leader of Allegis Partners' CEO & Board Practice discusses key takeaways from a recent report, “Human Resource Leaders in the Corporate Boardroom” and new trends in board composition.

In this episode of The Corporate Director Podcast, hear from Sue Siegel, experienced CEO, board director and venture capitalist as she shares her opinion on how boards can center stakeholder concerns and promoting diversity at the heart of their ESG strategy.

In this episode of The Corporate Director Podcast, intrepid business leaders Coco Brown, CEO of the Athena Alliance, Randi Feigin, Head of Global Partner ISV Sales in Media & Entertainment for Amazon Web Services, and Jessica Carps, CEO of Skyline Enterprises, take us inside the world of ESOPs and discuss why the board of an ESOP can be a great fit for a new director.

In this episode of The Corporate Director Podcast, Eileen Kamerick, distinguished and experienced independent director, and Peter Tomczak, partner at Baker McKenzie, take us inside his recently co-authored book, ESG in the Boardroom: A Guidebook for Directors and discuss the evolving role of the board in the era of ESG.

In this episode of The Corporate Director Podcast, Elizabeth Oliver-Farrow, Chair of the Latino Corporate Directors Association and experienced board member, discusses her journey to the boardroom, using her position to advocate for diversity and updates from the Latino Corporate Directors Association (LCDA).

0:00 Intro.1:30 Start of interview2:00 Lisa's "origin story". She grew up in Silicon Valley and after attending college at Stanford, she moved to Mexico City for 3 years where she worked in a boutique consulting firm. She later got an MBA at Harvard Business School. She then joined Bain & Co., became CEO of KnowledgeX (later sold to IBM) and co-founded ValuBond. She joined Visa in 2009, and Salesforce in 2012. In 2019, she joined the board of Colgate-Palmolive.8:20 In October of 2020, she joined Diligent Corporation as President and COO, based in SF/Bay Area. "Diligent has about 70% of the Fortune 1000 companies as clients, and it's a truly global product." Diligent did four acquisitions during the pandemic, aggregating "governance, risk, compliance 'GRC' and ESG." "It's a $40 billion TAM, and we are the biggest SaaS player in the space." "It's a killer set of applications together."13:45 Diligent Corporation got taken private by Insight Partners in 2016 (valuing the company at $624 million). "Now it's got to be one of the largest private SaaS companies."15:05 On the evolution of technology and board portals in corporate boardrooms.16:37 On the rise of ESG. "It's a very global trend." Examples from Australia, EU, UK, etc. On the SEC's approach with Chairman Gensler. Their global survey with Spencer Stuart, "finding 71% of boards are incorporating ESG into their company strategy, with 85% taking action to increase fluency on ESG." See Sustainability in the Spotlight: Board ESG Oversight and Strategy.20:56 Her thoughts on the L.A. state court judge striking down SB-826 (AB-979 got struck down in April) and what these rulings mean for board diversity. "Globally, women now occupy 26% of board seats." "In California, women occupy 28% of board seats." "So it seems that SB-826 and AB-979 had a positive effect on diversity of boards."26:41 On the recent push back by tech titans (Marc Andreessen, Peter Thiel, Elon Musk, etc) on ESG, including the power of institutional investors from the likes of Larry Fink from BlackRock.29:05 On dual-class share structures. "We [Diligent Corporation] don't have an official position on it."31:32 On the rise of private markets and governance of private companies.37:04 On the politicization of corporate governance. "It is a sea change, 10 years ago CEOs avoided commenting on any political issue."39:05 On the looming recession, and what directors should be doing in this economic downturn. "Boards have dealt with crises before such as the dot com crisis in 2000 or the GFC in 2008, and it looks like we're hitting a new crisis." "It will disproportionally impact private companies."41:41 On virtual board meetings. "The virtual board meeting is 100% here to stay, but not 100% of the time." "There is no substitute for looking at people in the eye, no substitute for the hallway conversations."42:29 The 3 books that have greatly influenced her life:River of Doubt: Theodore Roosevelt's Darkest Journey,  by Candice Millard (2005)The Power Broker, Robert Moses and the Fall of NY, by Robert Caro (1974)I Will Bear Witness, by Victor Klemperer (1995)43:09 - Who were your mentors, and what did you learn from them? Her Dad.The Bridge Group (women peers)43.52 - Are there any quotes you think of often or live your life by? "Don't let the perfect be the enemy of the good." 44:33 - An unusual habit or an absurd thing that she loves: Harvesting honey bees!45:31 - The living person she most admires: RBG.Lisa Edwards is President and Chief Operating Officer of Diligent Corporation, the leader in modern governance providing SaaS solutions across governance, risk, compliance and ESG with more than $500 million in revenue and a $7 billion company valuation. __ You can follow Evan on social media at:Twitter: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

In this episode of The Corporate Director Podcast, hear from digital expert Ariel Evans as she takes us inside the current cybersecurity risk landscape, discussing what boards should be doing to stay up-to-date and how companies can adapt in the future.

In this episode of The Corporate Director Podcast, Shai Ganu, Managing Director and Global Leader of Executive Compensation and Board Advisory Services at WTW, takes a deep dive on aligning executive compensation to ESG metrics and strategy. 

One of the most interesting and stressful times for an entrepreneur is founding a startup and helping it grow and thrice. Along the way mistakes may be made, mistakes that can make or break a startup. One entrepreneur who knows the startup journey all too well is Adrian Fleming, Director of Environment, Social and Governance at Diligent Corporation. Adrian founded Accuvio, a sustainability enterprise SaaS company in 2009, and scaled it from a scrappy start-up to a thriving company until getting acquired by Diligent Corporation in 2021. Ronan talks to Adrian about the highs and lows of the startup journey, including how Accuvio started, fund raising, selling Accuvio to the Diligent Corporation and startup hints and tips. More about Adrian: Adrian founded Accuvio to provide leading innovative sustainability reporting solutions to multi-national and public sector organisations all over the world. His experience working for companies such as Dell, Accenture, Ingersol Rand, and JP Morgan, has helped him with Accuvio. Adrian built Accuvio to provide a purpose built software platform which gives incredible flexibility and customisation to suit clients big and small in different industry sectors.

In this episode of The Corporate Director Podcast, Stuart Cable, Vice Chair and Global Chair of M&A at Goodwin, and Alexandra Kennedy, Director of Client Services at Twitter, discuss Goodwin's GOOD Directors program, a national leadership opportunity focused on accelerating diversity in the boardroom. 

In this episode of The Corporate Director Podcast, hear from Richard Levick, Chairman & CEO of LEVICK, a leading public relations and crisis communications firm, discuss how boards can lead effectively in times of company crisis.

In this episode of The Corporate Director Podcast, hear from David Greenberg, special advisor and former CEO of LRN and director at International Seaways, discuss the importance of bringing a compliance perspective into strategic boardroom discussions.

In this episode of The Corporate Director Podcast, board leader Deanna Oppenheimer discusses her own experiences in the boardroom, recent trends in board diversity and strategies to diversify the leadership pipeline. Also in this episode, hosts Meghan Day and Dottie Schindlinger highlight key findings from the latest Diligent Institute research on gender diversity.

In this episode of The Corporate Director Podcast, Dr. John Katsos, Associate Professor of Business Law and Ethics at the American University of Sharjah and Jason Miklian, Senior researcher at the Center for Development and Environment at the University of Oslo take us inside their recent Harvard Business Review article, A New Crisis Playbook for an Uncertain World.

In this episode of The Corporate Director Podcast, Maura Quinn, Chief Executive Officer of the Institute of Directors in Ireland, discusses the state of ESG integration in Irish boardrooms based on recent research conducted in partnership with the Diligent Institute.

The world is changing quickly, and the everyday corporate landscape is changing with it. Every company has to prove compliance with different governmental agencies, from everything from environmental reports down to payroll. That's where Lisa Edwards the COO at Diligent, comes in, bringing her focus on using technology to improve the process for all payers. Every company has governmental rules and regulations they must follow and governmental rules to adhere to. Audits can be tedious and can take valuable time away from innovation and growth. Edwards brings incredible passion and expertise in using technology to improve the process. Main TakeawaysAdapting to global and evolving client needs: At a corporation like Diligent with branches all over the world, adapting to the different regulations of different regions, is complex and nuanced and is one of the strengths of Diligent's work according to Edwards. The mindset of preparing for current client needs and preempting future desires continues to drive the company forward. Corporate governance to lead a wave of social change: Diligent creates a streamlined interface where departments can interact with transparency, and this has allowed for positive changes in the cooperate structure. They have created ways for companies to diversify their boardrooms which, it turns out, makes for increased profit margins as well as improved social capital. It is also preparing for a very near-future reality where a company's environmental impact needs to be reported and monitored. Improved operations mean faster, more meaningful growth: Operations might seem like the least interesting part of a business, but a streamlined system is, according to Edwards, the key to freeing a business to fly as high as it can. Without worrying about regulatory snafus, a business can just focus on what it does best: providing the best goods and/or services to the consumer. IT Visionaries is brought to you by the Salesforce Platform - the #1 cloud platform for digital transformation of every experience. Build connected experiences, empower every employee, and deliver continuous innovation - with the customer at the center of everything you do. Learn more at salesforce.com/platform

Abstract: “You don't want to wait until you already know that there is a culture problem to really understand the culture of your organization. You should constantly be a student of the culture of your company, because we all know nothing can destroy an organization faster than a toxic culture.” - Dottie Schindlinger Culture is top-of-mind in the boardroom. How do you manage it and measure it? What does it look like to act decisively on culture, and what ethical implications come from those decisions? In this episode of the Principled Podcast, host David Greenberg talks about the critical role of boards in shaping ethical corporate culture with Dottie Schindlinger, Executive Director of the Diligent Institute and co-host of The Corporate Director Podcast for Diligent Corporation. Listen in as the two dig into the relationship between boards and ethics and compliance teams and discuss how that can inspire good governance. The key to success? Empathy.   Additional Resources: Report: LRN Benchmark of Ethical Culture   Featured guest: Dottie Schindlinger is Executive Director of Diligent Institute, the global corporate governance research arm of Diligent - the largest SaaS software company in the Governance, Risk and Compliance (GRC) space.  She co-authored the book, “Governance in the Digital Age: A Guide for the Modern Corporate Board Director,” and co-hosts, “The Corporate Director Podcast.” Dottie was a founding team member of the tech start-up BoardEffect, acquired by Diligent in 2016. She is the Board Vice Chair of Alice Paul Institute and is a Fellow of the Salzburg Global Seminar.  She graduated from the University of Pennsylvania, and lives in suburban Philadelphia. Dottie Schindlinger is Executive Director of Diligent Institute, the global governance research arm of Diligent Corporation. She co-authored the book, Governance in the Digital Age: A Guide for the Modern Corporate Board Director and co-hosts The Corporate Director Podcast. She helped launch and grow the start-up BoardEffect, acquired by Diligent in 2016. Dottie is Vice Chair of the Alice Paul Institute and is a Fellow of the Salzburg Global Seminar, and she is a graduate of the University of Pennsylvania.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.    

In this episode of The Corporate Director Podcast, Sherry Williams, Chief Audit Executive, and Don Bouffard, Audit Committee Chair at Amalgamated Bank give us insight into how internal audit can serve as an important link between business operations and strategy.

In this episode of The Corporate Director Podcast, hear from Joe Hurd, former technology executive for companies like Facebook and Gannett, and experienced public company director, discuss the key similarities and differences between boards in the United States versus boards in the United Kingdom.

The type of keywords to hook your ideal audience matters. It's helpful to use a number in your copy. For example: If you want to save 15% or more on car insurance… Take it a step further though to understand the motivation of your ideal audience. In this episode, Jesus McDonald interviews Scott Gelber who is the Senior Marketing Manager at NYSHEX (New York Shipping Exchange). Prior to NYSHEX, Scott worked for Diligent Corporation and Honest Buildings (Acquired by Procore Technologies) helping them build out demand generation strategies and processes. He's experienced in demand generation, marketing operations, and sales development. Scott talks about how crucial the creative is for B2B marketing and the most effective demand generation strategies.

Tourism Group International is hard geraakt door de coronacrisis en moest hard snijden in het personeelsbestand. Hoe kan het bedrijf de komende jaren overleven? Operationeel directeur Harold Kluit is te gast in BNR Zakendoen. Kees de Kort Elke dag, even over twaalf, bespreekt presentator Thomas van Zijl met macro-econoom en commentator Kees de Kort de economische stand van zaken. Lobbypanel Koninklijke Horeca lobbyt voor Schiphol en wat waren de beste en slechtste lobby van 2021? Dat en meer bespreken we in het lobbypanel met: -Arco Timmermans, bijzonder hoogleraar Public Affairs Leiden -Debbie de Wagenaar, Reputatiemanager en lobbyist voor beursgenoteerde ondernemingen Luister | Lobbypanel Gouden boeien Wereldwijd zijn bestuursraden op zoek naar goede leden. Zij worden een bedrijf ingelokt met een ‘gouden hallo' of binnengehouden met ‘gouden boeien'. Onderzoek van Diligent Corporation geeft ons meer inzicht. Te gast bij BNR Zakendoen: Hajo Jansen, Regional Vice President West-Europa van Diligent Corporation. Zakenpartner De zakenpartner deze week is Faila den Boon van Netwerkt Werving & Selectie. Vandaag praat Thomas van Zijl met haar over innovatie in het land van de recruiters. Contact & Abonneren BNR Zakendoen zendt elke werkdag live uit van 12:00 tot 14:00 uur. Je kunt de redactie bereiken via e-mail en Twitter. Abonneren op de podcast van BNR Zakendoen kan via bnr.nl/zakendoen, of via Apple Podcast en Spotify. See omnystudio.com/listener for privacy information.

In this special end-of-year edition of The Corporate Director Podcast, hosts Dottie Schindlinger and Meghan Day are joined by TK Kerstetter, host of Inside America's Boardrooms to discuss their 2021 governance highlights and predictions for 2022.

In this episode of the Corporate Director Podcast, hear board member and digital expert Cris Topfner-Rigby detail her unique journey to the boardroom, and Joel Holsinger, Partner and Co-Head of Alternative Credit at Ares Management, and Michelle Armstrong, Head of Philanthropy and Executive Director of the Ares Charitable Foundation, discuss their organization's employee-centered approach to charitable giving.

In this episode of The Corporate Director Podcast, hear Bart Van den Bussche, Director, and Aurore Zadeling, Director Manager, at PwC Belgium discuss key findings from the latest edition of the Corporate Governance and Executive Pay report.

Abstract: “You don't want to wait until you already know that there is a culture problem to really understand the culture of your organization. You should constantly be a student of the culture of your company, because we all know nothing can destroy an organization faster than a toxic culture.” - Dottie Schindlinger Culture is top-of-mind in the boardroom. How do you manage it and measure it? What does it look like to act decisively on culture, and what ethical implications come from those decisions? In this episode of the Principled Podcast, host David Greenberg talks about the critical role of boards in shaping ethical corporate culture with Dottie Schindlinger, Executive Director of the Diligent Institute and co-host of The Corporate Director Podcast for Diligent Corporation. Listen in as the two dig into the relationship between boards and ethics and compliance teams and discuss how that can inspire good governance. The key to success? Empathy.   What you'll learn on this episode: [1:52] What was on the minds of those at Diligent Institute during their recent corporate culture roundtable? [5:32] Boards' and Directors' struggles to measure culture and progress. [8:25] Underlying driving factors of conduct. [14:13] - Discussion of cancel culture and reputation preservation. [17:38] - The importance of identifying your company's purpose.  [19:52] - The key ethics issues challenging boards right now. [24:28] - The looming threat of cyber crime. [27:46] - The shifting relationship between boards and ethics and compliance teams.   Additional Resources: Report: LRN Benchmark of Ethical Culture   Featured guest: Dottie Schindlinger is Executive Director of Diligent Institute, the global corporate governance research arm of Diligent - the largest SaaS software company in the Governance, Risk and Compliance (GRC) space.  She co-authored the book, “Governance in the Digital Age: A Guide for the Modern Corporate Board Director,” and co-hosts, “The Corporate Director Podcast.” Dottie was a founding team member of the tech start-up BoardEffect, acquired by Diligent in 2016. She is the Board Vice Chair of Alice Paul Institute and is a Fellow of the Salzburg Global Seminar.  She graduated from the University of Pennsylvania, and lives in suburban Philadelphia. Dottie Schindlinger is Executive Director of Diligent Institute, the global governance research arm of Diligent Corporation. She co-authored the book, Governance in the Digital Age: A Guide for the Modern Corporate Board Director and co-hosts The Corporate Director Podcast. She helped launch and grow the start-up BoardEffect, acquired by Diligent in 2016. Dottie is Vice Chair of the Alice Paul Institute and is a Fellow of the Salzburg Global Seminar, and she is a graduate of the University of Pennsylvania.   Featured Host:  David Greenberg serves as Chair of the Governance and Risk Assessment Committee and a member of the Audit Committee of International Seaways (NYSE: INSW), one of the largest global crude oil and petroleum tanker companies.  Mr. Greenberg's previous board experience (2006 to 2016) was as the independent director – and member of both the Audit and Compensation Committees --of APCO Worldwide, a private communications and government affairs consultancy and as a director (2013 to 2016) of Clean Tech Group, which creates opportunities for industrial companies to invest in innovative, clean technology.  He also served for 5 years as Chairman of the Board of Trustees of The Keystone Center, a Colorado non-profit that brings together oil, chemical and pharmaceutical companies with leading NGOs to find solutions to complex public policy challenges at the federal and state levels. Greenberg is currently Managing Director of Cortina Partners LLC, a private equity firm that owns companies in the air medical, addiction treatment, bedding, textile and outdoor recreation industries and is CEO of Acqua Recovery, a residential drug and alcohol addiction center.  He also advises boards and executive teams on strategy, compliance, leadership and culture as a Special Advisor for LRN Corporation, and from 2008 through the end of 2016 was a member of LRN's Executive Committee. For 20 years prior to 2008, Mr. Greenberg served in various senior positions overseeing government affairs, corporate affairs, communications and strategy at Altria Group, Inc. – then the parent company of Philip Morris USA, Philip Morris International, Kraft Foods and Miller Brewing – culminating in his role as Senior Vice President, Chief Compliance Officer and a member of the Executive Committee.  As one of five senior vice presidents of the corporation, he served on the Management Committee, which oversaw all strategy and company operations.  He was also a principal architect of the company's very successful efforts to end the ‘tobacco wars' which threatened the company's very existence.  Earlier in his career, Mr. Greenberg was a partner in the Washington D.C. law firm of Arnold & Porter and also served as Legislative Director and General Counsel of the Consumer Federation of America.  He attended Williams College and has JD/MBA degrees from the University of Chicago.  Greenberg has testified before the U.S. Congress, the European Union, the Israeli Knesset and other governmental bodies over two dozen times and has appeared on ABC Nightline, the CBS Morning News, BBC Morning, and the PBS News Hour, and has spoken at leading events for CEOs and boards.   Transcript: Intro: Welcome to the Principled podcast brought to you by LRN. The Principled podcast brings together the collective wisdom on ethics, business and compliance, transformative stories of leadership and inspiring workplace culture. Listen in to discover valuable strategies from our community of business leaders and workplace change makers. David Greenberg: Culture is top of mind in the boardroom. How do you manage it and measure it? What's it look like for boards to act decisively on culture? And what are the implications of those decisions? Hello and welcome to another episode of the Principled podcast. I'm your host, David Greenberg, LRN's former CEO and now special advisor. I'm also on the board and chair the governance committee of International Seaways. Today, I'm joined by Dottie Schindlinger, executive director of the Diligent Institute and co-host of Diligent's podcast, The Corporate Director. We're going to be talking today about the critical role of boards in shaping ethical culture. We'll be touching on the relationship between boards and ethics and compliance teams and how that can promote good governance. Dottie is a real expert in this space. She brings over 20 years experience in governance related roles, including serving as a director, officer, committee chair, senior executive, governance consultant and trainer for public, private and nonprofit boards. Dottie, thanks so much for coming on the Principled podcast. Dottie Schindlinger: It's my pleasure, David. It's great to be with you. David Greenberg: Dottie, Diligent sponsored a recent round table for directors on corporate culture. What was on their minds? Dottie Schindlinger: Well, thanks for asking, David. Listen, culture has been a top issue on the minds of corporate directors for a few years now but really very much so in the past two years during this pandemic. It's been really fascinating in our conversations with directors all throughout this period of time, the word that keeps coming up over and over again is empathy. That empathy has now become a key skillset for directors and senior executives of organizations to really make good decisions. And I think corporate culture in particular has been a little bit in the crosshairs because of all the rapid change and the seismic type of change that organizations are going through. Think about back in March of 2020, when basically every company that could had to move to 100% remote operations with no advanced warning and with no planning and think of the impact that it had on corporate culture. When what seemed to be a two week hiatus from the office turned into, in some cases, an 18 month long hiatus from being together in the office. I think the directors are really watching corporate culture very closely. And then of course you have other pressures taking place, everything from ESG, what's happening in terms of our workforces, the huge talent crunch that we are under right now that the competition for talent at an all time high. Culture is definitely on the minds of corporate directors and we spent a lot of time talking about that in this round table. David Greenberg: Speaking of all the time out of the office, what are the directors saying about there are companies and boards being back in the office? Dottie Schindlinger: Well, it's very uneven. For some organizations they've been fully back in the offices for a long time. And by the way, I feel like it's really fair to point out that even during the pandemic, something on the order of 62% of jobs in the US cannot be performed remotely. And so I feel like we have to just call that out for a moment and acknowledge that being a remote worker was really kind of the reality for a privileged few in the workforce and not the many. But having said that, it's still very uneven the experience. We're seeing a lot of interest on the part of workforces when they can perform jobs remotely to continue doing so. And then we're seeing also a lot of desire from people together that they miss each other, that they miss the kind of give and take that happens when you get together physically in a space and you have the opportunity to run into somebody you haven't seen in a long time. Someone who's maybe not on your team but an adjacent team and just have those impromptu water cooler conversations that I think we all treasure. It's a very mixed experience. For some people it's better to stay remote, especially if, for example, you're the parent of young children and childcare continues to be an issue. You may want to have the flexibility that being a remote worker brings to your schedule. It's definitely not a universal and because it's not universal and because this all full disease of COVID just keeps rearing its ugly head and we have new variants happening, it's hard to plan. If you're in any position of leadership and you're having to plan, when should we go back to the office? And what should be the protocol to keep the workforce safe? These questions don't have simple answers and the answers themselves continue to evolve as the disease evolves. It definitely is requiring everyone to be a little bit creative and to stay on their toes. David Greenberg: Got it. Going back to the discussions on culture, did measurement come up? How are boards and directors struggling with trying to measure culture and make real metrics on culture so that progress can be measured? Dottie Schindlinger: Yeah, it's a hard thing to measure, isn't it, David? Trying to measure cultures a little bit like saying we're going to measure love. How do you actually approach that? But we also know that when there is a toxic work culture, it is palpable. People recognize when there's a toxic work culture, you can almost see it in the faces of the people on the team. There are some measurements that are quite helpful. I don't know if you're familiar with a project that was put together by a group called Glassdoor in combination with the MIT Sloan School, something called the Culture 500. And what they basically did was use some AI tools to investigate hundreds of thousands of submissions from Glassdoor reviews of employees to look for patterns. And then they measured companies on the S&P 500 on nine different variables trying to determine the health of culture. And kind of work, I think is really very interesting. If you haven't checked it out, I'd recommend that you look at the Culture 500 and just take a look at that website and see how they approached that. It's that kind of measurement that I think is going to make the difference. When you can really see big data sets and look with AI fueled tools for patterns and try to uncover what can we really learn from all these reviews? You're not looking at individual reviews and reacting to individual reviews but you're looking for commonalities and themes and patterns across thousands of entries. That then does give you a fairly accurate picture of what's happening with culture within a company. I think if you're a director these days, you should be paying attention to these kinds of tools. These are the kinds of things that are going to make it easier for you to provide that kind of oversight on culture, especially because that is so hard to do. I can say this from personal experience, I'm on the board of a small nonprofit organization that recently had some challenges around culture. And we've been meeting remotely for a year and a half because of COVID. We haven't been physically on site at the nonprofit organization and frankly, we didn't really have a good sense for what was happening there day to day. And so it took having some conversations with the staff to try to understand what is actually happening here? And it's just really hard to get the tools that you need to have that visibility if you're not boots on the ground every day. And frankly, that's just not the reality for board members, even outside of the pandemic. We're not boots on the ground every day at the organizations that we oversee. Having these kinds of tools that give us better insight, I think are going to be increasingly important as we start to think about how to measure culture. David Greenberg: The other thing I've seen some boards turning their attention to is kind of trying to capture some of the underlying drivers of conduct, both good and bad. Things like trust, fear, belief that management acts on its values. And if boards can get underneath the surface like that, you were talking about empathy. I think those are the kinds of things that we're going to have to be able to measure and assess because otherwise we're just asking people in engagement surveys how they're doing, whether they go out to lunch with their boss, whether they can bring their dog to work and that's not really what's driving behavior. Dottie Schindlinger: It's really true. And David, one of the recommendations that came out of this round table that I think gets at that question of trust is look, I think boards are very used to evaluating the performance of their C-suite executives and especially of the CEO and really understanding, do we have a feeling of trust with this individual and with this team? Do we have trust in their capability as leaders? But it can be incredibly powerful for the board to get some reports from skip level employees. Not the C-suite and not even their direct reports but one level down and really kind of getting a sense from that layer of the organization, how do they think the C-suite is doing in terms of whether they can be trusted to lead the organization in the right direction? That kind of an approach, sort of that 360 degree evaluation can be so helpful to understanding the culture of the organization, especially if that kind of information is coming anonymously and is done regularly. You don't want to wait until you already know that there's a culture problem to understand the culture of your organization. You should constantly be a student of the culture of your organization because let's face it, we know nothing can destroy a company faster than a toxic culture. Truly. We just see every example of that ripped from the headlines. We know that to be true. And so if you're maybe once a quarter, two times a year doing a big 360 degree pulse check of the whole company to understand the culture, really asking people culture specific questions, that's going to give you, I think, a very good sense for how things are going within the company and just it's not necessarily the only data point that you'll use but it does give you a very different view than what you're hearing just in conversation with the C-suite executives. David Greenberg: Yeah. You mentioned toxic cultures. Do you have any recent examples in your experience of a board acting decisively on corporate culture where there was a problem like that? Dottie Schindlinger: Well, there's many as you know but I'll share just one. And I feel comfortable sharing this one because it has been very widely publicized and we've also featured the executive vice president and general counsel a couple times at events that we've held at Diligent. And that's the story of Wynn Resorts. I think everybody remembers a few years ago that there was a very well publicized #MeToo campaign around Steve Wynn, who was the founder, chairman and CEO at the time and he was found to be guilty of sexual misconduct and he was ousted from the company. What may not be as widely known is as part of that process, about half of the board was also ousted from the company because as they began to do their investigation, what they learned was that it wasn't just a matter of there being one bad apple but it was truly endemic in the culture. There was a culture of intimidation and harassment almost at every level of the organization. It absolutely was the tone at the top playing out through the entire organization. And so they felt that they really needed to kind of start fresh and they brought in many more women onto the board. They brought in much more diversity onto the board and that was true throughout the leadership of the company as well. And they began to really work from the frontline employees all the way up to the top of the organization to really get to know what that culture had been like and what would be the things that they really needed to work on and correct. And one of the things I think is quite remarkable is that when we think now about what was happening during the pandemic, so all of this happened at Wynn a few years ago but then came the pandemic. And at the beginning of the pandemic, Las Vegas was shut down completely and as you can imagine for a company like Wynn Resorts, this was an existential crisis. If they couldn't operate their business at all, it might have very quickly spelled the end but because they'd been doing all this hard work around culture, they knew that one of the most important things that they could do would be to retain their workforce for as long as humanly possible. And so they made cuts every possible little place they could without cutting staff. And they actually did not furlough staff, I think, longer than any other resort or casino in the Las Vegas area. And that's really saying something. Now, eventually they did have to make some adjustments as the pandemic continued month after month. But I think they've now hired back basically everyone that they furloughed. They really just focused so much on retaining their workforce, protecting their workforce and really making sure the workforce knew how valued and how trusted they were. And I think that speaks to the hard work that they did around culture. I don't know that that would've been their priority in years past but they knew moving forward, this had to be priority number one for them and it really showed in the choices that they made. David Greenberg: Very interesting. And I'm speaking to you from one of the Wynn hotels right now, where I'm having some strategy meetings. The service is great, the place looks great so they seem to have weathered the storm. Dottie Schindlinger: That's great to hear. David Greenberg: How are you experiencing and talking to boards, their dealing with all of the issues related to reputational risk and cancel culture? Dottie Schindlinger: Yeah, it's a great question. And I think we hear about cancel culture and the concerns there. I think it certainly is a bigger concern for certain industries, rather others. If you are a consumer products company, obviously this is a huge concern for you. It's something that can absolutely spell the difference between success or failure and really on either side. You can have a social campaign go extremely well as in the case of Nike a few years ago, in terms of their support of Colin Kaepernick, that that actually ended up paying huge dividends for the company and really put them in a strong position. And it can go exceptionally poorly. I think of an example like United Airlines when the video of them dragging a passenger off the plane went viral. And quite frankly, even than three years after that incident, their stock price really was continuing to underperform their peers. You can really see how these things can light a fire and go very, very broadly. We do this report every month at Diligent Institute called the Director Confidence Index. And back in February, we were curious to know, how did directors feel about reputational risk? And in particular, we wanted to know, how did they feel about the fact that CEOs were becoming much more public faces of companies and taking to the podium to speak on issues that are kind of unrelated to corporate performance but are related more to social issues. Things that they felt might be of concern to their key stakeholders. And what we thought was pretty fascinating was that 54% of the directors we asked said that their CEO had made a public statement to address a social or political event occurring in 2020. And that was more than double the rate that we found four years ago. It is absolutely true that there is more happening around reputation management and reputation generation for corporate leaders. But only 16% of the directors that we surveyed said that they encouraged their CEO to speak publicly on any issue he or she deems appropriate. 42% say they would encourage the CEO to speak out but only to the extent that the issue relates directly to the company's mission or values. And about 32% said CEOs should always stay silent on social issues. It's clear that there's not a lot of consensus among directors about the best way to do this. What I would say is I think a lot of directors that we speak with are telling us, "Look, it doesn't matter whether you like it or not, you may have to enter the fray because to be silent can sometimes do more damage than to say something. And so you do have to really think about how are you guarding your reputation? What are you aligning your reputation too? And I think probably the best true north is how does this relate to your company's values? What are the things that you are trying to put out to market as your core values? And how does this relate to what you value? I think that's really the best way to approach when to speak out, how to speak out and who should speak out. David Greenberg: I think it also helps when companies have a clear sense of purpose, why they're on this planet and what their relationship is with society. If they can define that and understand that, then it may help them understand the issues where really there's very little choice and a lot of need to actually speak out because it connects to who they are and why they're here. Dottie Schindlinger: Well David, I completely agree. And I would say in that same survey, 57% of directors told us they're more concerned about reputational risk today than they have been in any prior year. And I think that is because there has been this pressure being placed on companies by institutional investors, by the business round table, by just societal opinion. Again, going back to the fact that we're in this talent war, you've got to attract and retain top talent. And the way to do of that is to make sure that you have a clearly stated company purpose, that that purpose of your company is tied to something broader than generating positive returns for shareholders and that it's something that your workforce, your customer base, your partners can all buy into and sort of see a role for themselves in. And I think that's just a much taller order than we've had in years past. I think that the job of a director is getting precipitously harder but if you can have that stated company purpose, it can make other things easier to say no to and make it a little clearer what you have to say yes to. David Greenberg: And one of the things that I've taken to the boardroom from my experience as a senior executive at what at the time was a Fortune 10 company, is that the truth is making a return for shareholders and all of the compensation bells and whistles that comp committees have ever created, you add all that up and it wasn't enough to get a lot of us up in the morning. If there wasn't a greater purpose to what we were doing the company was really missing something in terms of getting discretionary effort even out of its most senior leaders. Dottie Schindlinger: Yeah. I think that's very true. That connects to sort of what makes us human, doesn't it? That we're all, we're purposeful beings, human beings and we want to know that we're connecting to some broader purpose. It's not just we're doing it for the sake of doing it. And I think that's true for board members too. I think board members feel far more motivated to maybe go on a limb and tap into their personal networks and express empathy and have compassion for things that they feel they connect to. I think everybody wants to feel they belong. David Greenberg: For sure. When we drill down a little bit, what are some of the key ethics issues you see challenging boards? Dottie Schindlinger: Well, first of all, just the number of ethics issues challenging boards has exploded. There's many more things that board members have to keep their eyes on these days. I would say some of the big ones, issues around the pandemic dealing with sort of public health issues, making sure that local regulations and workplace safety are being managed correctly. Again, those are not easy issues, but they need to be thought through. Diversity equity and inclusion is a big one. I think there's been so much energy being put into this area ever since the murder of George Floyd and the many corporate commitments that were made to try to change the nature of systemic racism and really address historic inequity. And these things require ongoing attention. This is not something that gets fixed in a couple of months. We're talking about a system that goes back 500 years, so it's going to take some time to get this right but it needs for us not to take our foot off the gas, to really kind of keep going. Also issues related to sexual harassment, those continue to be things that we see plague companies and just continue to need to be addressed. Those are things I would say are really top of mind over the past couple of years but I would also add there, there's sort of a huge ethical dimension to climate change. Right now we're just finishing up the COP 26 conference that's happening in Glasgow. And there's a lot of concern out there that we're not going to be able to meet the climate commitment that we need to meet to keep the ocean temperature level down to 1.5 degrees Celsius above where it was. And I think that has huge, huge implications for every company. Everything from global supply chain, to workforce, to our ability to just conduct business in this new unknown future with bigger, more horrifying storms. And there's some ethical dimensions there. If we're not making choices that are in the best interest of the planet, not only can they be really harmful to our business and our balance sheets, but they're harmful to our own ability to exist. I would call that a bit of an ethical conundrum and that is a huge issue that I think boards are going to have to get better at addressing, frankly, just better at being able to have those conversations at a strategic level in boardrooms. It really does connect to the ability for the business to exist and thrive. We have to just get better at making sure we're talking about these things all the time. David Greenberg: You've just made a pretty good case that the issues that boards confront and discuss are changing. Do you see a related change in the profile of public company board members? Dottie Schindlinger: We've started to see that. We did a report in July called Beyond the C-suite and it was looking at the changing trends of the profile of new director hires of public companies. And what we saw is that while the vast majority of new hires of directors are still current and former CEOs, CFOs and COOs, there is year over year, a growing number of new director hires that are coming into the boardroom with different skillsets. We're talking about people that come into the boardroom with technology backgrounds, legal backgrounds, ESG, HR, sales and marketing. Just kind of nontraditional profiles for board member hires. And this is not an accident. We are seeing this wide array of areas of risk that boards are now being asked to tackle and really have no choice but to tackle. Things like cyber risk, for example. 10 years ago, I think you'd be hard pressed to find a board meeting that spent a very much time talking about cyber risk outside of a very small number of companies. Now, I think you'd be hard pressed to find a board meeting that doesn't touch on cyber risk probably at least a little bit of every board meeting at most companies. And so we're seeing this big shift in the kinds of things that directors have to deal with. And as a result, you need different talent. You need people that come from different areas of expertise and bring fresh perspective into the boardroom conversation. David Greenberg: Yeah. I can tell you that cyber risk comes up on the board at International Seaways very regularly and every time it does, it scares me to death because it's very hard to deal with. It's very hard to know and you have very good people inside and outside the company who can help but it's really fast moving and it's just one of those things that keeps you up at night. Dottie Schindlinger: And I hate to say it but probably should. Probably should keep you up at night. The terrifying numbers that I hear, I believe that now cyber crime as an industry, if you look at it as an industry, has top $6 trillion a year, which Larry Clinton who's the president of the Internet Security Alliance always has this great line, which is, "If cyber crime was a country, it would be big enough to qualify for entrance into the G7." Thinking about any individual company trying to tackle such a behemoth is kind of outrageous. I think what we need to think about is how are all of us as companies, as governments, as citizens banding together to fight this insane criminal enterprise. It's the largest criminal enterprise on earth. It's I think at this point, something like double the size of the illicit drug trade. It's massive. We all have to play our role in fighting this and none of us are going to be successful alone but of us can take our eye off the ball. We all have to pay attention. We all have to be a little bit paranoid all the time for bad things not to happen. David Greenberg: Yeah. One of the things that worries me, you've referenced the war for talent a few times and I wonder if the good side is winning the war for talent in the cyber area? Dottie Schindlinger: Not even close. Not even close, David. Right now, the estimated number of unfilled cybersecurity professional jobs globally is three million. And there's just not even a pipeline to fill that many roles. Unfortunately this is a definite area of concern. I would say any of you listening to this podcast, if you have a young person in your life who's trying to figure out what career to go into, suggest they go into cybersecurity, we need them in the fight. David Greenberg: One of the things I've seen in terms of the changing profile of directors is that I would say three years ago, you would have been hard pressed to find even one or two members of public company boards who had spent a major part of their time as working chief ethics and compliance officers and now I've identified about a dozen. There's a little boomlet in that area that I hope will continue. Dottie Schindlinger: That's a tiny little boomlet. David Greenberg: I know, I know. Well, you got to start somewhere. Dottie Schindlinger: You got to start somewhere. I would agree with you. I think that's a positive trend. I'd love for it to actually be large enough to be a trend but it's positive to see that we definitely saw that there are more individuals with legal expertise being welcomed on to boards. And hopefully that means that they come in the door with some deeper understanding of ethics and compliance issues maybe than others. And I think we definitely could see more of that because as we've been speaking through this whole podcast, the ethical and moral dimensions of business, I think are getting far more complex. And so you need people who sort of understand ethics and compliance in a real way to be able to help guide strategic decisions that have ethical and compliance dimensions to them, which I think is all of them. I think we could all do with an ethics and compliance expert on our boards. David Greenberg: Here, here. A lot of this audience listening to this podcast today, come from the ethics and compliance community so I wanted to be sure to ask how you see the relationship between boards and the ethics and compliance teams out there and whether it's changing and how it may need to change more. Dottie Schindlinger: Great question. I do think it is changing and I would be disingenuous if I said it was changing everywhere at the same pace. That's not true. It's fits and starts. But I do think that there's a greater recognition on the part of many companies that the ethics and compliance team is not the team to call in when things have already gone wrong but that in actual fact, they can be very strong strategic partners in future decision making. You can bring in the ethics and compliance team to help you think through investments that you're planning to make. You can bring them in to help you think through ways that you could potentially be greening your business to potentially add to the bottom line. You can bring them in to talk through workforce issues and the fight for talent, and retaining and attracting of top talent. What are some ways to think about that from sort of the ethical dimension? Frankly, I think it behooves you to use that team in a strategic way to just help make better, more nuanced decisions and play out in advance what are the ethical dimensions of this decision that we're going to make? Again, business now moves at the speed of a tweet. Never forget that every decision you make is going to be scrutinized and it's going to be scrutinized in the marketplace of Twitter. And so if that's going to be the case, it probably makes sense for you to check in with the ethics and compliance team about what might be some things we should be prepared for as we make this decision? And I don't know that that's been the traditional way that those teams have been leveraged. I think more so they've been brought in after the fact to help fix something that's gone wrong or they've been brought in when there's some check the box exercise around training that needs to happen. And I just think that's an under utilization of a really great resource in your company. David Greenberg: Dottie, that is a fantastic place to end today because we're just about out of time. It has been an enormous pleasure to talk with you about the evolution of boards in shaping culture, ethics and compliance and the role of boards in what is an ever changing world. Thank you for joining me on this episode and I hope we can continue our conversations. Dottie Schindlinger: Thank you so much, David. It's been such a pleasure. David Greenberg: And thank everyone out there for listening. I'm David Greenberg and we'll see you next time on the Principled podcast by LRN. Outro: We hope you enjoyed this episode. The Principled podcast is brought to you by LRN. At LRN, our mission is to inspire principled performance in global organizations by helping them foster winning ethical cultures rooted in sustainable values. Please visit us at lrn.com to learn more. And if you enjoyed this episode, subscribe to our podcast on Apple Podcasts, Stitcher, Google Podcasts or wherever you listen and don't forget to leave us a review.

In this episode of The Corporate Director Podcast, hear from Andrew Droste, Head of Stewardship for the Americas for the Carbon Tracker Initiative, an independent financial think tank. Droste discusses the current ESG regulatory and investor landscape, future evolutions in the space, and what corporate leaders should be doing as a result.

Our guest today is Diligent Corporation’s President & COO, Lisa Edwards. Diligent Corporation is the largest governance, risk and compliance (“GRCâ€) SaaS provider serving over 23,000 organizations around the globe. Lisa is responsible for commercial growth and performance. Prior to joining Diligent, she served as EVP of Strategic Business Operations at Salesforce. Lisa also held […] The post Ep. 186 – Diligent Corporation President & COO, Lisa Edwards appeared first on COO Alliance.

Our guest today is Diligent Corporation's President & COO, Lisa Edwards.  Diligent Corporation is the largest governance, risk and compliance (“GRC”) SaaS provider serving over 23,000 organizations around the globe. Lisa is responsible for commercial growth and performance. Prior to joining Diligent, she served as EVP of Strategic Business Operations at Salesforce.  Lisa also held […] The post Ep. 186 – Diligent Corporation President & COO, Lisa Edwards appeared first on COO Alliance.

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The type of keywords that are most effective to hook your ideal audience. Using a number in your copy. For example: If you want to save 15% or more on car insurance… Take it a step deeper to understand the motivation of your ideal audience. I had the pleasure of interviewing Scott Gelber who is the Marketing Manager for NYSHEX (New York Shipping Exchange). Prior to NYSHEX, Scott worked for Diligent Corporation and Honest Buildings (Acquired by Procore Technologies) helping them build out demand generation strategies and processes. He's experienced in demand generation, marketing operations, and sales development. Talking points: 1. The type of keywords that are most effective to hook your ideal audience 2. Demand generation professionals should be getting paid commission 3. The most effective demand generation strategy 4. B2B marketers need to be more creative 5. Advice and tips for B2B marketing professionals ==== If you enjoyed this podcast, leave a 5-star rating on Apple Podcasts! :) Send me a direct message on LinkedIn! linkedin.com/in/jesus-mcdonald