Executives making the transition to the role of chairman must undergo the change of mindset that comes with learning how to influence. Chairmen of PE-backed boards, however, are required to be a little more hands-on, balancing, as they must, the whims of the financial sponsor with those of the CEO and management team.
This article examines what those considering the switch need to address, supported by comments from Paul Brennan, Hazel Cameron, Robert Drummond, David Harding, Kelvin Harrison, Mike McTighe and Steve Richards.
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