Michael Peregrine

speaker

854 appearances 3 recordings 1 series first heard Jun 2026 last heard 4 Aug

Michael Peregrine’s voice in public audio — every appearance, attributed to the second.

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recordings per month · last 12 months

Recordings per month over the last 12 months — 3 in all, peaking in Aug 2026 with 1.

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AHLA's Speaking of Health Law · Health Care Corporate Governance: Seeking Clarity on the Role Description of the Board Chair · 7 Jul 2026 podcast

I I don't know, but it let's just say it wasn't a it's not a clear picture of uh violating traditional uh board chair standards and ki and guidelines.

Well, uh I I I wish they were the latter.

I think they're more the former.

Uh Rob, I think the key to establishing clarity on the independent board chair's role is first and foremost.

an acknowledge you know, acknowledgement of the basic leadership roles.

You know that the board has approval authority over stuff like corporate strategy.

Establishes the ethical framework for the company and selects and monitors the CEO and management, operates day-to-day business affairs, and develops and implements strategy, both subject to board oversight, you know, the basic blocking and tackling.

And we can go into hours of discussion on the minutiae of the board versus CEO roles, but that's the basic concept.

And everybody has to agree to that first and foremost.

If you're bringing on a new board chair or new board members, new CEO, there's gotta be agreement on buy-in on that.

And within that construct

the duties of the independent board chair in my mind typically fall into two categories.

n neither of which is intended to infringe on or, you know, overlap with executive management.

But they all derive from a little bit of statute, a little bit of state corporate law, and a whole lot of thought leadership.

You go with what you're you know, you play with the hard k uh uh cars you're dealt, and I think that what you what we see is a is is thought leadership from organizations like NECD, the conference board and others who talk a lot about this.

And I think those are very valuable and I think that those are resources

Uh that the board should be able to rely on, uh, even if there aren't cases in the state which basically say X and Y.

But I I want to say again really clearly.

If you don't have buy-in on the basic construct within the boardroom, with the chair and with the CEO, you're just gonna have a huge governance mess.

And I've seen it with CEOs, new directors, and new chairs.

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