AGILE Boards of Directors and Boards of Advisors

AGILE Boards of Directors and Boards of Advisors
23820806 - management team in office silhouette rendered by computer graphic

There are more and more examples of Boards (or the lack of Boards) being part of an enterprise’s Fragility problem not its Agility solution.  

The Board drives the top-line of Conversation-Flow.  Here are some key questions to be asking:

  • What avenues of Conversation-Flows are we not driving pro-actively and pre-emptively enough?
    • VUCA (Volatility, Uncertainty, Complexity & Ambiguity), externally and internally
    • AGILE SWOT Analysis (Agility Strengths, Weaknesses, Opportunities & Threats)
    • Trends Analysis (Dashboards of Financial and Non-Financial Trends, Lagging and Leading Indicators)
    • Blind-spots … what don’t you know that you don’t know … what can’t you see that you can’t see?
  • What kinds of external perspective, expertise, experience and connections do we need around our table to help drive those Conversation-Flows?
    • General
    • Industry Specific
    • Technology
    • Functional (Marketing, Sales, Finance, Banking, Tax, Legal, ESOP, HR, Strategy, Agile, Futurist?! Exit Planning/Preparation …)
    • Channels/Reach/Contacts/Connections
    • Profile/Notoriety/Wow-Factor
    • Balance of Internal vs External Board Members
    • Balance of Diversity … spectrum of industries, backgrounds, global outlook, age, gender etc
    • Designing our Board Table – what seats do we want around the table?
  • Where can we find candidate people and how do we approach and recruit them?
    • General Networking
    • Networking through Service Providers (especially Law Firms)
    • Peer Groups (Vistage, EO, YPO, other …)
    • LinkedIn and other listing services?
    • Head Hunting
  • How do we onboard and retain them?
    • Starting with the Why? … and telling the story of the business … history to here and future from here
    • Alignment with Core-Values/Culture and fit
    • Compensation and Incentives
    • Engagement
    • What commitments and engagement are board members displaying and having accountability conversations where necessary
    • Term Limits and Succession Planning
  • How do we optimize our Board process to maximize it’s value?
    • Board Meetings
    • Pre-and-post Meetings
    • “Committees”?  Working Groups etc?
    • Strategic Planning Process?
    • How committed are the Executive Leadership Team and primary shareholders to the value of a rigorous Board process and what external Board Members can bring?
  • What balance do we want to strike?
    • Board of Directors
    • Board of Advisors
    • Being on other Boards, For-Profit and Not-For-Profit

General Resources:


About Mike Richardson

Agility-Facilitator/Mentor/Coach; Agility-Author/Speaker; Agility-Board-Member/Chairman. All-round Agility Activist in everything I do, every day, everywhere, in every way. Provocative, Profound, Practical. At Eye-Level. With Love/Hate!

Leave a Reply

Your email address will not be published. Required fields are marked *