This week`s resource selections combines a mixture of corporategovernance guidance and personal growth items. “Thinking for yourself”is one of my favorite little nuggets – and its not often you getsomething priceless for free.

Enjoy.

Have another great week.

Dan Swanson

1. Thinking for Yourself
An important lesson to learn on projects and within organizations—evenin life—is to think for yourself, to challenge tradition, authority andthe status quo professionally and maturely and routinely question yourown behaviors and actions. Listed here are examples of NOT thinking for yourself.

2. RED BOOK 2.0 – GRC CAPABILITY MODEL
Red Book 2.0 provides a comprehensive guide for anyone implementing andmanaging a GRC system or some aspect of that system (e.g., riskmanagement, compliance, training, hotline, investigations). As adownloadable document, Red Book 2.0 includes a narrative overview andpresents the Components of the Model in detail.
http://www.oceg.org/Details/RB2

3. The Global Economy – Addressing the challenges
This micro site aims to provide professional accountants with quickaccess to a range of relevant resources, including ACCA’s technicalthought leadership on the global economic conditions, and a rangeuseful support services.
http://www.accaglobal.com/economy/

4. The Elusive Quest for Global Governance Standards
We argue that,going forward, the quest for global governance standards should bereplaced by an effort to develop and implement separate methodologiesfor assessing governance in companies with and without a controllingshareholder. We also identify the key features that these separatemethodologies should include, and discuss how to apply suchmethodologies in either country-level or firm-level comparisons.

5. Audit Committee Effectiveness: What Works Best, 3rd Edition
This research report has been prepared to help audit committee memberseffectively and thoughtfully discharge their duties. It providesdirection on how best to carry out their responsibilities by providingnumerous examples of how leading audit committees are not just coping,but succeeding. In short, it is your guide to what works best.

6. Behaviors to Master When Dealing with Your Leaders
Your leaders want you to know—need you to know—the behaviors theyconsistently expect from you …and what you should expect from thoseunder your direction. Adopting this list can enhance your image, effectiveness, and career—while making your leaders’ jobs easier.

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