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Warren Buffett on Business : Principles from the Sage of Omaha by Richard J. Connors

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Chapter 3
Corporate Governance
If able but greedy managers overreach and try to dip too deeply into the shareholders’ pockets, directors must slap their hands.1
—WARREN BUFFETT

Accountability and Stewardship

True independence—meaning the willingness to challenge a forceful CEO when something is wrong or foolish—is an enormously valuable trait in a director. It is also rare. The place to look for it is among high - grade people whose interests are in line with those of rank-and-file shareholders—and are in line in a very big way.
We’ve made that search at Berkshire. We now have eleven directors and each of them, combined with members of their families, owns more than $4 million of Berkshire stock. Moreover, all have held major stakes in Berkshire for many years. In the case of six of the eleven, family ownership amounts to at least hundreds of millions and dates back at least three decades. All eleven directors purchased their holdings in the market just as you did; we’ve never passed out options or restricted shares. Charlie and I love such honest-to-God ownership. After all, who ever washes a rental car? In addition, director fees at Berkshire are nominal (as my son, Howard, periodically reminds me). Thus, the upside from Berkshire for all eleven is proportionately the same as the upside for any Berkshire shareholder. And it always will be.
The downside for Berkshire directors is actually worse than yours because we carry no directors and officers liability insurance. Therefore, ...

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