Handful of insights from this great session on managing effective early stage company Boards.
Need an empathetic board at the early stage to the founders (growth + innovation challenges) 📃
- Not so pushy on governance at the early stages 👊
- There will always be a crisis at all stages of business, CEO/Leaders should be present managing their inner teams thinking and action ⛑️
- Manicured reports to boards don't work, boards or chairs need to get into the BAU, understand what it's like to work for the company 💅
- 8 is an optimal board size: think 'dinner party', board needs to know each other and each member needs to add value 🧑🤝🧑
- - This can include directors and observers
- Chairs can be used to support tougher conversations or critical actions i.e. High value negotiation, m&a, key client dispute 🥲
- Good news travels fast, bad news needs to travel faster ⏩
- Chairs are a lost-cost value add unlike Executives ♥️
- Time to make changes to the board or your own (CEO) remuneration package is when new investors join a board 💸
- Move swiftly when it's time to move either a Chair or CEO on. 👋
Thanks to MMC Ventures for giving me the opportunity to ‘turn the tables’ on my Chair, Archie Norman and interview him during their AGM last week.
Archie asked me to be more Paxman and less Dimbleby in my line of questioning and I had a wonderful time probing him on his phenomenal career spanning business, politics, turnarounds and AI scaleups! Archie shared incredible insights on the role of a Chair, how to get your Board working for you as a CEO, and how to stay calm in a crisis!
Accelerating the hiring process for technology leaders by serving as a trusted talent partner and advisor 🚀 | Founder + CEO of Tier4 Group, a 5x Inc. 5000 Company | LinkedIn Top Voice | 2024 Inc. Female Founder Honoree
3wWe're looking forward to sponsoring the event! Sad that I won't be there in person as I'll be out of town but Tino Mantella will be representing us!