Roughly, green light is, “ You’re the CEO. Kind of a red light, yellow light, green light framework between the board and the CEO. For example, you might ask, “You know, I’ve thought really hard about the strategy that you guys have been But they should always be phrased as questions. How can I show up saying, “ I’ve thought about this, and here’s something that I think is the best possible thing I can lay on the table.” Now, it might be as a board member you say, “I think you should build product X,” or, “you should build feature Y,” or, “you should execute strategy Z.” Those are possibilities. I have this depth of industry experience, I have these network connections, I have my own brain cycles. Because part of the reason why the company has me on the board is because I’m engaged in all this other stuff. One of the metrics to hold up as a board member is to say, “Before I go into the board meeting, what’s the thing that I can bring that’s most helpful?” You might even do this more frequently than just at board meetings. But that’s kind of like saying, “ Well, the way that I’m going to be an executive is I’m going to show up, and when you present stuff to me in a meeting I’ll respond to it.” Just as we expect more of executives than that, you also have a more active responsibility as a board member. I might say, “Okay, I’ll introduce you to someone.” That’s one thing that you should certainly do.
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