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On Thursday March 6th I’m doing my first public talk about my newest book – Startup Boards: Getting the Most Out of Your Board of Directors.
If you’ve got a copy, bring it and I’ll sign it. If you don’t have a copy, our friends at Silicon Valley Bank have sponsored one for each of you. But don’t be bashful, every good writer loves it when you buy a book also, even when he gives one away.
Since this is the first time I’m giving a talk on Startup Boards, it’ll be an alpha talk. It’ll be rough. I’m trying out some new material. And I’ll be looking for a lot of feedback from anyone who attends – either directly or by email later – about how to make it extra special great.
I probably gave my talk about Startup Communities 20 times before I hit my stride. The feedback that I got along the way was extremely helpful. So, in addition to learning something and getting a free signed book, you’ll be helping me out.
Also, everyone who attends will get a second extra special gift. It’s a surprise, so you’ll have to be there to learn about it.
You can sign up for the event at the Silicon Flatirons event page. Or hit the big Register Now button at the top of this post.
In my new book, Startup Boards: Getting the Most Out of Your Board of Directors, in addition to decomposing and explaining a lot about the functioning of board meetings, I also describe my ideal board meeting.
I had four of them this week. That’s a lot of board meetings in a week, but my weeks tend to either be “lots of board meetings” or “no board meetings” as I generally bunch them up. Thankfully, all four of them used my ideal board meeting template.
A critical aspect of my ideal board meeting is that the entire board package should be sent out several days in advance to all board members. It should be thorough, including whatever the CEO wants the board to know about what has happened since the last board meeting. While I prefer prose to a PowerPoint deck, either is fine. Optimally it’s in a format like Google Docs where everyone on the board can comment on specific things, allowing open Q&A on the board material prior to the board meeting. I like to decouple monthly financial reporting from the board package, but including a look back of the financials, along with discussion and framing is useful. But the meat of the board package should be what’s going on now and going forward, not looking back. The looking back is for support of the discussion.
Then – the board meeting has a simple structure intended to fit in three hours. Optimally all participants are either in person or on video conference. Since I’m not traveling for business right now, almost all of my board meetings have a video conferencing component. When done correctly, it’s often just as effective as an in-person meeting, and in some cases (if you follow my video conferencing rules) even more effective. What is not effective is when one or more people are on an audio conference.
Once everyone is settled, break the board meeting into three discrete sections. They, and their descriptions, follow:
Administration (30 minutes): Board overhead, resolutions, administration, and questions about the board package.
Discussion (up to 2 hours): Discussion on up to five topics. The five topics should fit on one slide or be written on the white board. The CEO is responsible for time boxing the discussion, or if he needs help, he should ask the lead director to do this. If you don’t have a lead director, read my book and get yourself one. This should be a discussion – you’ve got your board in the room – use it to help you go deeper on the specific topic you are trying to figure out. These topics can be on anything, but my experience is that the more precise the context is, the richer the discussion. I prefer for the full leadership team to be in the meeting for this part, although it’s entirely up to the CEO who is in the room.
Executive Session (30 minutes): CEO and board only. Here the board can give feedback specifically to the CEO or sensitive issues around personnel or other things the CEO wants to discuss separately from the management team can be covered. At the end, the CEO leaves and let’s the board have some time alone where the lead director checks in if there is any feedback the board would like to give the CEO.
If you have less than five topics, the board meeting can take less time. Or if the five topics only take an hour to go through, the board meeting can take less time. There is nothing ever wrong with ending a meeting early. Ever.
Now this template doesn’t always work – you often have other specific things you have to address. When a company is going through an M&A process, the board meetings tend to be frequent and cover other stuff. Or, when the company is in a downward spiral, or dealing with a crisis, the focus is often very precise.
But in my world, the day of the “board update” is over. I find no value in sitting in a room for three hours, paging through a PowerPoint deck while people present at me, and the people around the table ask an endless stream of questions, mostly demonstrating that they haven’t been engaged in what the company has been doing since the last board meeting.
Just before Christmas I ran a week long pre-order campaign for my new book Startup Boards. It’s officially shipping at this point so if you are interested in it but haven’t yet ordered it, give your friend Brad a solid.
The winner of the campaign is Angie Lawing from Mercury Labs in St. Louis. I’ll be hosting her and her board in Boulder for a board meeting whenever she wants.
Thanks to all who participated. And, if you’ve read the book and have any thoughts about it, toss a review up on Amazon or Goodreads!
My newest book, Startup Boards: Getting the Most Out of Your Board of Directors, will ship at the end of the month. As a result, I’m activating Operation Pre-order today.
Between now and Sunday, if you pre-order a copy of Startup Boards on Amazon, you will be entered into a random drawing. If you need immediate gratification, the Kindle version of Startup Boards is already shipping. If you want the hardcopy, you should have it right around the beginning of the year.
I’m going to pick one winner. All you have to do to be entered is email me the electronic receipt by 11:59pm EDT on Sunday night. I will announce the winner on Monday morning.
The winner will get a board meeting at our office in Boulder. I’ll host you and your board and participate as an observer at your board meeting for up to three hours. I’ll then join you and your board for dinner afterward.
If you play, make sure you also tweet out about the book, Facebook the purchase, or do whatever other social media thing lights your fire.
Startup Boards: Getting the Most Out of Your Board of Directors is shipping. It was so satisfying to see this today.
This was by far the most difficult book to write so far. The title we came up with should have tipped me off – it ended up be extremely challenging to make a book about “boards” not be “boring.”
If you are up for it, give me some opening day love and order a copy of Startup Boards: Getting the Most Out of Your Board of Directors.