How do you demonstrate your value and impact as an executive to the board?

When you’re standing in front of the board, you’ve got to be absolutely clear about your big wins. Show them the money! It’s not just about the projects you’ve led; it’s about the tremendous results. Use the metrics that matter—ROI, cost savings, revenue growth. This isn’t just talk; it’s showing you’re a winner. Remember, the board loves numbers that go up, just like stock prices. Bring charts, graphs, the whole deal—make it look like the Fourth of July! And always, always know your audience. Each board member has a focus; play to that. When they see their interests reflected in your success, you’re not just a leader, you’re the MVP. Make your impact undeniable and they’ll be eating out of your hand!

Não importa o quão bom você seja enquanto executivo se o que demonstrar ao conselho não é o que eles esperam e/ou valorizam. Para não incorrer neste gap, busque informações de quem são os conselheiros da sua Cia, quais dados ou informações eles usualmente gostam de receber, bem como o formato. Converse com executivos que já tenham tido contato com o board para tentar colher "comportamentos-padrões" deste público. Quando você conhece o receptor de sua mensagem, mais fácil se tornará a comunicação (e portanto a recepção) do que você propagou.

Knowing who you are talking to, what's important to them, what else they are balancing, why they are taking time to be in this presentation and who you are will all propel you to success.

Research the board members' backgrounds, expertise, & priorities. Neuroscience shows that understanding your audience activates the brain's social cognition networks, enhancing empathy & persuasion. Tailor your presentation to align with their interests & concerns. Use language & examples that resonate with their experiences. Anticipate their questions & prepare data-driven answers that showcase your strategic thinking. Seek input from colleagues who have presented to the board before. By deeply understanding your audience, you can craft a compelling narrative that demonstrates your value in a way that resonates with the board's perspective, increasing your chances of making a strong, persuasive impact.

'Know your audience' seems a piece of obvious advice to a CEO or any executive senior enough to present to the board. In my experience, what is unobvious to even highly intelligent executives is they forget that the CEO (and their manager, if not the CEO) are part of the audience itself. If this is your first time presenting to the board, speak to other executives who may know the dynamics and demands of the board. If you do external research on the board members, you should only do it so as to not cross each individual board member's redline. In most cases, do not use it to appeal to individual board members during your presentation.

Show your forward-thinking approach and ability to lead the company into new ventures by highlighting innovative projects. Many boards have industry-specific and emerging innovation committees dedicated to areas like tech (digital transformation, etc.), and you can leverage them for support and feedback.

Ensure your CEO has seen your proposals to the board and supports them. If your manager is not the CEO, align with them first. However, expect to go it alone in the meeting. A competent board knows the vision and goals better than you. So, your job is not to have slides and arrows pointing to the vision and goals. Your job is to convince them how your proposals do not detract from the goals, but in fact, will profit them in the short and long terms.

Frame your achievements & initiatives in the context of the organization's overarching vision & strategic goals. Neuroscience reveals that aligning with a shared purpose activates the brain's reward centers, promoting engagement & buy-in. Clearly articulate how your work directly contributes to the company's success & long-term objectives. Use specific examples & metrics to illustrate the impact of your efforts. Connect your future plans & recommendations to the organization's vision, demonstrating your alignment & forward-thinking approach. By positioning your value in alignment with the company's goals, you showcase your strategic leadership & commitment to driving organizational success.

In my experience, providing concrete evidence of the results achieved and the impact of my decisions is essential to demonstrating value to directors. For example, presenting detailed reports on goals achieved, successful initiatives and performance metrics can highlight my contribution to the company's success.

The most impactful leaders build teams of leaders. Illustrate how you've nurtured and developed internal talent, creating a strong pipeline for leadership and other key roles. Introduce the board to high-performing team members who have advanced with your guidance, showing your commitment to the organization's long-term success.

Maintain a systems-thinking mindset. Know and own your data, plus how your data profit or potentially peril the enterprise, not just your function. Also understand that boards deal with charts and graphs all day. Tell a compelling story, and have a couple of more anecdotes at the ready. Keep it simple and leave room for a conversation because most board members, if not all, will have read your presentation materials in advance. This is where your anecdotes will pay dividends.

Present tangible evidence of your achievements through data, metrics, & specific examples. Neuroscience shows that concrete evidence activates the brain's logical reasoning centers, enhancing credibility & persuasion. Use visualizations, such as graphs or charts, to make your data more accessible & memorable. Share positive feedback from stakeholders, customers, or employees to demonstrate the real-world impact of your work. Highlight key milestones, challenges overcome, & lessons learned to provide a comprehensive picture of your value. Offer a balanced view by acknowledging areas for improvement & presenting actionable plans to address them.

One of the greatest risks in a company is its culture. Highlight how your leadership has shaped or nurtured a positive company culture that empowers its people to grow. Discuss initiatives and resources that have improved colleague effectiveness and productivity, and how this contributes to the overall success of the company.

There's a tendency for team members to hesitate in being forthright and transparent, particularly when faced with challenges or setbacks. However, it's imperative to embrace openness and honesty when addressing project progress, especially during times of adversity. Rather than fearing repercussions, we should recognize the value of raising issues and risks promptly, accompanied by mitigation and contingency plans. Executives benefit from being informed early on about potential obstacles, enabling them to make informed decisions and allocate resources. Emphasizing the importance of proactive communication and strategic planning fosters a culture of accountability and readiness, ultimately enhancing the project's chances of success.

Proactively identify potential challenges & risks that may impact your initiatives or the organization as a whole. Neuroscience indicates that anticipating obstacles activates the brain's problem-solving networks, demonstrating strategic foresight. Conduct a thorough analysis of internal & external factors that could affect your plans. Develop contingency strategies & risk mitigation measures to address these challenges head-on. Present these insights to the board, along with your proposed solutions, to showcase your proactive approach & critical thinking skills. Anticipating & addressing challenges & risks upfront, you demonstrate your ability to navigate complex situations, adapt to change, & protect the organization's interests.

One should expect to be challenged, and when challenged, balance short-term and long-term, which most functioning boards will appreciate. An experienced executive will acknowledge assumptions inherent in their pitch. Maintain a systems-thinking mindset. Grasp the industry trends and also anticipate competitors' position or reaction to your proposal or initiative. It is easier said than done to master the balance between conviction and humility. The best one can do is know your data and own what you do not know.

Seeking input from the board? Why? By definition, your appearance in front of a board is to seek input. Do not overdo this. An engaged board will stress-test any significant proposal or claim placed before them. Seeking collaboration with the board is inadvisable, based on my experience. Most boards will take it as you are making your problem theirs. Gauge the room and accept it if a board member offers their time to take it off-line, as it were. It is different, if a board member is a sponsor, or if the board knows you well enough, and the project has been discussed a few times before with the board.

Actively seek input & collaboration from board members to foster a sense of shared ownership & value creation. Neuroscience shows that collaboration activates the brain's reward centers, promoting engagement & trust. Invite board members to provide insights, expertise, & guidance on key initiatives. Ask open-ended questions to encourage dialogue & generate new ideas. Incorporate their feedback into your plans & acknowledge their contributions. Propose opportunities for ongoing collaboration, such as advisory committees or strategic planning sessions. By actively seeking input & collaboration, you demonstrate your value as a leader who values diverse perspectives, builds consensus, & drives collective success.

Conseguir uma agenda de um board member nunca é fácil, logo, agradecer pela disponibilidade é sempre uma boa pedida. Você pode fazer isso no início do compromisso ou ao final, após explanados ou discutidos todos os pontos. Cabe ressaltar, pois, que não se trata aqui de "endeusar o chefe" , mas de mostrar apreço, respeito e gratidão por aquele tempo disponibilizado. Afinal, lembremos, "time is money".

You could refer to the Pyramid Principle to organize your communication. 1. Start with the conclusion. To communicate in a structured way with the board, please start with the answer to their questions first, and then list your supporting arguments. This “top-down” structure is counter-intuitive for many of us, and so it requires preparation and practice. 2. Group and summarize your supporting arguments. The board will expect to hear your arguments and ideas to support the conclusion. So you need to prepare for it to make your recommendation more effective and memorable. 3. Logically order your supporting ideas. The details can be used as reference or attachment. You shall prepare the support ideas in case you are asked by the board.