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Richard Leblanc

Lawyer, Consultant, Researcher

Professor Richard Leblanc is an award-winning teacher and researcher, consultant, lawyer and specialist on boards of directors. He is also a former recipient of Canada’s Top 40 Under 40™ award and was recently named to Canadian Who’s Who.

Governments, regulators, industry and shareholder associations have drawn on Professor Leblanc’s expertise and work. He blogs for Canadian Business and founded the discussion group on LinkedIn, Boards and Advisors.

He has taught at leading universities including Harvard University.

Dr. Leblanc has served as an external advisor to boards that have won national awards. He can be reached at rleblanc@yorku.ca, followed on Twitter at @drrleblanc, and through his advisory firm, Boardexpert.com.
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CEO Coaching: Lessons From The Trenches

Alcohol problems, drug use, sexual misconduct, financial misconduct, defensiveness, denial, berating of other senior management and directors, litigation, loss of key employees, toxicity and bulling. There is not much I have not seen when I am called in to coach the CEO. And CEO misbehaviour happens in the highest level of corporate Canada. You may be surprised, but I am not.
08/30/2016 12:02 EDT
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How Should a Board of Directors Oversee Ethics?

In all of my interviews with directors over the years, when I ask about a director's greatest regret the answer is consistently, "I should have spoken up when I had the chance." Chances are several of your colleagues are thinking the exact same thing.
08/27/2015 01:00 EDT
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Integrity Is Good for Business and Boards

Western industry will mistakenly argue that integrity laws will disadvantage them or cost their industry jobs, but the reality is the opposite. Tough integrity laws will prevent substandard competitors from offering bribes, will disincentivize recipients from receiving bribes, and will strengthen Western companies who compete on the basis of price, quality and service.
05/31/2015 09:34 EDT
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25 Reasons for Risk Management Failure

I am speaking tomorrow to directors and officers about oversight of risk management by boards of directors. I prepared a list of 25 reasons that risk management failure happens, based on my experience...
02/24/2015 02:30 EST
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Ten Reasons Why Pay Governance is Not Working

In the public sector in Ontario, there have been several governance scandals, including Ontario Power Generation, eHealth, Ontario Lottery and Gaming Corporation, and Ornge, that have included compensation and spending. What this reveals is defective oversight. Governance is not government.
01/24/2014 12:26 EST

Ten Corporate Governance Trends for 2014

1. Active owners focused on performance. Expect pressure by activists and institutions for boards to control under-performing management to continue unabated. Boards incapable or unwilling to rein in...
01/14/2014 09:33 EST
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The Real Reason CEOs Make So Much More Than Average Workers

"Peer groups" is a basket of similar or larger companies compared to one company, and "benchmarking" is a decision to pay a CEO at the 50th, 75th or 90th percentile of other CEOs. average. This one issue -- benchmarking against peer groups -- has been responsible for CEO pay increases more than any other.
09/23/2013 05:10 EDT

How Long Should a Board Director Serve?

Many directors hang on to directorships for far too long. I counted several directors who have been on corporate boards for 10, 15, 20 and 25 years. Many directors hang on to directorships for far too long. I counted several directors who have been on corporate boards for 10, 15, 20 and 25 years.
09/19/2013 12:04 EDT
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What Award-Winning Companies Do Right

I recently served on a governance awards judging panel assembled by the Canadian Society of Corporate Secretaries (CSCS). Winners of the awards were announced at this organization's annual conference in Halifax last month. I participated in a plenary discussion to discuss some of the winning practices.
09/17/2013 05:38 EDT