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Members-Only Breakfast

Moderated By:
Stan Sewitch
CEO, HRG / KI Investment Holdings LLC
bio
When:
Thursday, June 11, 2009
7:00-7:30am
Coffee & Peer Networking
7:30-9:00am
Breakfast & Program

Where:
Hyatt Regency La Jolla
3777 La Jolla Village Drive
San Diego, CA 92122

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Costs:
Individual Members - Free
Corporate Members - Free (3) FCD Members - Free

RSVP & Payment:
By Tuesday, June 9, 2009
Payment in Advance Required.
AMEX, MasterCard & Visa, or Check
Program Accreditation:
Institutional Shareholder Services Logo
All participants can receive ISS/RiskMetrics CGQ credits & 1 hour of MCLE & CPE credit.
More Information


“Leading in Times of Fear”

Thursday, June 11, 2009 - 7:00am - 9:00am

Speaker #1
Jeff Bowman
Immediate past San Diego Fire Chief; chairman, board of trustees, Scripps Health more
Speaker #2
Linda Lang
Chair & CEO, Jack in the Box; director, WD-40 Company; board member, SD Regional EDC more
Speaker #3
Robert Schoultz
US Navy Special Warfare Officer (SEALs), ret; director, Masters of Science in Global Leadership program, University of San Diego more

We are living in unprecedented times of uncertainty and challenge. Never has it been more critical for directors and officers to be capable of leading in the board room, not only in terms of business acumen, but also leading in the realm of emotional turmoil and fear.

Our panel of veteran leaders, with impressive track records of leading through adversity, will share “lessons learned” from their personal experiences at the helm and address:

  • How do you know if you have the right kind of leaders in place for leading through
    fearful times?

  • What are the characteristics of an effective crisis leader? What happens when the
    crisis is over? How does the leader bring the organization back towards “normalcy”?

  • How does a director deal with fear exhibited in the board room itself? How can a
    director catalyze conflict resolution? Is that the Chairman’s role? What if the
    Chairman isn’t doing what is necessary? Or the CEO?

  • How does the board monitor the CEO’s behavior and either assist them to address
    the fearful state effectively, or replace the CEO?

  • What are the communications that need to happen in fearful times, related to
    employee concerns of job security, compensation impacts, functional changes,
    other fears?

  • If your organization is experiencing difficult times, what can you do now to improve
    the chances of success and ensure staff efforts are cohesive and congruent?

And bring your questions!

 
 



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