One especially interesting chapter deals with the responsibilities a Board of Directors has in dealing with and developing a CEO, not just in the first year or two but through their entire tenure as CEO. Many of the traits that make a CEO successful in dealing with his management team are also keys to working with a board. These traits have been discussed by authors since there have been management texts, but they are well organized and set into a context that makes them personal to the reader. Some of the insights are “right on” in their application in the business world today. An example that strikes home is the use of consensus building as a management style has been grossly overused by some CEOs. The author contrasts consensus with skillful collaboration that achieves the best decision rather than settling for the lowest common denominator that is often the result of forced consensus.

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