December 2, 2020
Effectively Managing Your Relationship with the Board
Virtual , Central Standard Time (CST)Agenda
All session times are in Central Standard Time (CST)
Wednesday, December 2
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08:55 AM - 09:00 AMOpening Remarks
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09:00 AM - 10:00 AMFostering a Strong Framework for Board Oversight of Compliance James Rose, Managing Director, SunHawk Consulting LLC
- Understand the frameworks set for boards in overseeing compliance programs
- Learn the latest directions from the US government and the courts, including consequences for inadequate governance and incentives for strong compliance efforts
- Level your own expectations of the board
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10:00 AM - 10:15 AMBreak
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10:15 AM - 11:15 AMBuilding and Nurturing an Effective Relationship with Your Board Ellen Hunt, SVP, Audit, Ethics & Compliance Officer, AARP Michael Levin, Vice President, Compliance & Ethics, Freddie Mac Diane Miller, Chair, AARP Foundation Audit Committee
- Learn how to provide board training that has value
- Master techniques for making the most of your limited time with the board
- Understand how to brief the board on an ongoing basis, providing the information they need and will remember
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11:15 AM - 11:45 AMMid-Conference Break
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11:45 AM - 12:45 PMCompliance, the Board, and Incident Management Gabriel Imperato, Managing Partner, Nelson Mullins Riley & Scarborough Marjorie Doyle, Principal, Marjorie Doyle & Associates, LLC Eric Feldman, Senior VP and Managing Director, Corporate Ethics & Compliance Programs, Affiliated Monitors Inc. Natalia Shehadeh, SVP & Chief Integrity Officer, ABB
- Determine what issues are worth calling out to the board
- Learn what is worth updating the board about and what isn’t relevant
- Learn how to gain the board’s support for tough calls
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12:45 PM - 01:00 PMBreak
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01:00 PM - 02:00 PMBoard Overconfidence and Ethical Practices of Senior Management Jonathan Marks, Partner - Forensic, Litigation, & Valuation Services, Baker Tilly Virchow Krause, LLP
- Learn how the board can be misguided by management
- Understand the Dunning-Kruger effect: The least competent people tend to be the most sure of themselves, while those with genuine skills are frequently racked with doubts about their abilities
- Determine what the board can do to prevent overconfidence in management’s ethics