Boosters - Notes

the board’s job is to DIRECT and PROTECT

• to DIRECT and PROTECT, the board must CONNECT
• begin meetings on time - everyone is penalized by delayed starts
• draw out the thinking of quiet members; limit the contributions of outspoken members
• use structured activities to engage everyone in the discussion rather than simply relying on everyone “speaking up” at the board table

• the ‘Secret Formula’ clarifies the roles in an organization and how those roles relate
• it is manipulative to use my customer role or ‘hat’ in the boardroom and expect to be heard as owner and director
• following the straight lines of communication, authority, and accountability avoids confusion and chaos

• boards do not ask for or accept recommendations – a recommendation is a decision in disguise
• boards DO ask people to bring options with pros and cons so they can make an informed decision
• making time for the whole board to be properly informed and jointly convinced about a new direction is more appropriate than pushing forward

• deliver meeting package to directors 10 days in advance
• provide agenda with time lines
• include a 1-page ‘progress at a glance’ report summarizing strategic targets and status of each vs. projections
• organize background info for each agenda item and note as ‘need to know’ or ‘nice to know’
• aim for monthly reports with bi-monthly meetings 3-4 hours long

to DIRECT and PROTECT, the board must:

• CONNECT - get to know each other's strength's, biases, etc.
• EXPECT - have a shared understanding about what directors and the board are supposed to do
• CORRECT - deal with breaches of expectations to keep board performance high

And with regard to the CEO, the board must:

• SELECT - choose an appropriate person to lead the operations
• INSPECT - monitor progress of the organization against the plan