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| Best Practices |
The Chapter After 11
Suzanne McGee
05/03/2004
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No Sinecure-Seekers
Directors cannot be prima donnas, Jenkins says. “We
need to find people who can stand the increased scrutiny that boards are getting
these days, especially if they’re coming back after a bankruptcy,” he notes. “It
is destructive if you have some jerk with an enormous ego who wants to do
everything his own way.” Anyone inexperienced in crisis management, or
uncomfortable dealing with thorny or potentially controversial decisions, also
may find themselves out of place in a boardroom such as Peregrine’s.
For
Hirschfield, once he had established that the company’s business was viable, the
decision to join came down to whether he felt he could make a difference—and
whether he believed he could have fun. Directors’ pay may be rising, but he does
not need the cash and had not been looking for another board seat. “You choose
to do this, so it shouldn’t be agony; it should be fun and fulfilling,” he says.
“I’m not a technologist, but I just love hanging out with all these young,
enthusiastic guys and learning. I’m having a great time.”Art by Jean-François Martin
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