Εδώ - Anatolia College

Institutional Governance and the Trustees of Anatolia College 65
important when it comes to institutional advancement disciplines which encompass
development, fundraising and outreach, alumni relations, and marketing/PR.
The Subcommittee believes that these skills include: Stewardship (e.g. financial,
accounting, legal, and regulatory); Operating Know-How (e.g. education, information
technology, management, marketing, and communications); Greek business
sector representation (e.g. banking, real estate/tourism, and shipping); and
bi-cultural work experience.”
…There are no prescriptions for the personal characteristics to be taken into
account for prospective Trustees. However, several qualities strike the Subcommittee
as desirable. In no particular order, they are: Integrity; Courageousness;
Sociability; Competence; Open-mindedness; Enthusiasm; Commitment; and a
Sense of Humor. Few of us, if any, possess all of the virtues described above. Yet,
as a leading bi-cultural institution we should aspire to the kind of leadership qualities
and excellence that have been a hallmark of Anatolia’s tradition.” (recommendations.)
20. “On July 6 th 2011 the European Parliament passed (a non-binding) resolution
calling for EU-wide legislation stipulating that at least 40% of seats on listed
companies’ boards shall be reserved for women by 2020.” excerpt from “Still
Lonely At The Top” The Economist July 23, 2011. the editorial, “The Wrong Way
to Promote Women” notes that “(w)omen are...only 15% of board members of big
American firms, and 10% in Europe.” In “Why We Have Too Few Women At The
Top” sheryl sandberg, facebook coo, reports similar dismal statistics: “women
are not making it to the top. (Out of a) hundred and ninety heads of state, nine are
women.” TEDWomen Conference presentation, december, 2010. this speech has
been widely reported and acclaimed as inspirational in that it analyzes the socioeconomic
environment insightfully and makes thoughtful suggestions. www.ted.com.
the european Parliament subsequently reconsidered its bold position.
21. “A final comment on Board composition. We should move, above all, in a
systematic and measured way. At the same time, we need to be intentional in
achieving our broader age, gender and geographical diversity targets. We have
been very fortunate to have benefited from a nucleus of leaders who have served
the School so loyally for many years. A challenge for the Board and the Committee
on Trustees (now Board Governance) will be to identify, develop and to promote
key committee and board leadership in the years ahead to build on and sustain
the excellent oversight and exemplary leadership that we currently enjoy.