cover of episode The State of Corporate Governance, Do I Prioritize Myself or My Team at Work? And How Men Can Find Their “Second Act”

The State of Corporate Governance, Do I Prioritize Myself or My Team at Work? And How Men Can Find Their “Second Act”

2024/10/30
logo of podcast The Prof G Pod with Scott Galloway

The Prof G Pod with Scott Galloway

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通过积极的储蓄和房地产投资,实现早期退休并成为财务独立运动的领袖。
Topics
Scott: 公司董事会应更加年轻化和多元化,以适应科技发展和代表更广泛的利益相关者。董事会的职责是监督CEO,确保公司治理良好,而不是被CEO操控。 Scott: 在工作与个人生活之间要找到平衡。如果讨厌工作,就应该离开,即使这意味着会影响团队的利益。但也要尽量平稳过渡,帮助团队找到替代方案。 Scott: 男性在经济上的贡献被过度强调,应该寻找新的方式来保持经济上的相关性,例如利用自身技能和经验从事兼职工作或创业。 匿名听众1: 询问Scott对公司治理现状的看法,特别是董事会成员的年龄和技能构成。 匿名听众2: 面临在团队利益和个人幸福感之间的两难选择,需要在继续为团队贡献和追求个人发展之间做出决定。 匿名听众3: 一位41岁的退伍军人,在家庭责任与职业发展之间寻求平衡,希望在兼顾家庭的同时找到新的职业方向。

Deep Dive

Key Insights

Why is the average age of corporate directors increasing?

Older directors are staying longer, while younger directors are declining in representation.

What are the two primary responsibilities of a corporate board?

Deciding when to sell the company and hiring/firing the CEO.

Why does the speaker recommend having younger members on corporate boards?

Younger members are more adept at understanding and navigating technology.

What should a good CEO do during board meetings?

Bring in other management, let the CFO speak, and listen to questions.

What advice does the speaker give to someone who feels indispensable at work?

Be transparent about your plans to leave, mentor others, and ensure the division remains strong.

Why does the speaker suggest involving veterans in mentoring young men?

Veterans have grit, honor, and a strong sense of duty, qualities needed in young people.

What is the speaker's advice for men seeking economic relevance in a changing world?

Join support groups, seek remote work, and network with former colleagues or veterans.

Chapters
Scott discusses the age and skill set makeup of corporate boards, emphasizing the need for diversity and expertise in areas like technology and finance.
  • Corporate boards are aging, with a significant increase in directors over 60.
  • Younger directors under 40 are underrepresented, despite their tech-savviness.
  • Boards need diverse viewpoints and deep domain expertise to manage modern challenges.

Shownotes Transcript

Scott shares his thoughts on the age makeup and responsibilities of corporate boards. He then gives advice to a listener who has become indispensable at work and is debating whether to stay on for the benefit of his team. He wraps up by discussing how men are disproportionately evaluated on their economic well-being as a provider and gives advice to a listener who is in search of his “second act.”

Music: https://www.davidcuttermusic.com / @dcuttermusic

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