Tips for Achieving Board Success

Great Board conversations don’t sell—they stretch your thinking. Having spent time both as a member of the management team working with the Boards and as a Board member myself, I’ve seen a few common pitfalls that even seasoned leaders fall into. Here are three that stand out: 1. Trying too hard to “sell” the strategy. Your job with the Board isn’t to pitch—it’s to inform. The goal is to create a regular rhythm of updates around the business, strategy, and execution. One of the fastest ways to lose credibility is to act like everything’s perfect. Every company—no matter how successful—has real challenges. Board members know this. Being candid about those challenges doesn’t make you look weak. It makes you trustworthy. Transparency matters. Your numbers already tell part of the truth. Bring the rest. 2. Keeping the strategic aperture too narrow. Executives often focus on operational detail and forget that Boards can be most helpful in widening the lens. Leverage their distance from the day-to-day as a feature, not a flaw. I cringe when I hear, “I need to dumb it down for the Board.” In reality, the best Boards raise the level of strategic thinking. Bring them into big questions: “What does our industry look like in five years? Where should we be positioned?” Boards are at their best when they help you challenge your assumptions and stretch your thinking. 3. Not asking for guidance. Some of the best advice I’ve ever received in my career has come from Board members. Don’t just report—ask. Tap into their experience. Invite their perspective. The Board appreciates humility, especially when you say, “I haven’t figured this out yet—I don’t have the answer. But what are the strategic issues you would consider if you were in my shoes?” Because here’s the truth: The smartest executives don’t try to impress the Board—they learn from it. And here are 3 things I’ve learned to always get from a great Board conversation: 1. Start with the commercial “why.” Boards aren’t there for a product roadmap walkthrough—they want to understand business impact. Always lead with the commercial dimension. Why does this matter for revenue, margin, competitive advantage, or long-term growth? When you start there, everything else has context. Your Board isn’t a stage—it’s your secret weapon. 2. Define what good looks like. One of the most helpful things you can do is to show what “great” would look like—clearly and with metrics. It gives the Board a benchmark to assess against, and it keeps the conversation focused on outcomes, not just activity. 3. Ask what you’re not seeing. The question I’ve found most consistently valuable: “What do you think we’re not thinking about as a management team?” You’ll be amazed at the insight that comes back. This invites perspective without defensiveness—and you’ll often uncover blind spots or strategic angles that weren’t even on your radar. Because Boards aren’t there to be dazzled—they’re there to help you see what you can’t.

A few weeks back, I watched Maggie Hott, GTM leader at OpenAI, confidently navigate her first board meeting at Unify. Having worked with her through Emergence Capital's Operator in Residence (OIR) program, seeing her immediately contribute valuable insights made me think about how most board members receive virtually no training for this critical role. At Emergence, we've built our firm around developing board excellence. We grow all our partners from within and have established a culture of mentorship focused on board service. Junior investors aren't thrown into the deep end—we pair them with senior GPs to observe effective board dynamics firsthand. My initial experience was at DroneDeploy alongside my partner Kevin Spain, where I got great mentorship before taking on independent board responsibilities. We extend this methodology to our OIR program, where operators learn how to be effective board members. Based on my experience mentoring directors, here are the fundamental principles I share with first-timers for how board members can best support founders: 1. Reframe the purpose: Problem-solving, not reporting If your board meeting is primarily reporting, you're wasting your management team's time. Information sharing should happen asynchronously, with board members engaging with materials before the meeting. This enables the live session to leverage collective intelligence on critical challenges. This rarely happens because many directors overextend themselves across too many boards—another reason we maintain a disciplined investment pace. 2. Master the Socratic approach The most valuable contribution often comes through thoughtful questions rather than declarative statements. Your objective is to enhance the decision-making capability of management. I enter each meeting with 1-3 specific areas where I know I can add value, focusing questions on these topics. 3. Follow-through separates professionals from amateurs Diligently document your commitments, establish clear action items, and execute them. It's crazy how just doing this proactively makes a board member stand out. 4. Understand your unique contribution to the board ecosystem A high-functioning board resembles a great basketball team—you need complementary skills, not redundant ones. In every meeting, I stay conscious of my distinct value relative to others in the room, whether that's SaaS expertise, AI knowledge, or a particular relationship dynamic with the CEO. I calibrate my role based on needs—sometimes assertively addressing areas where others have less experience, other times asking probing questions where fellow members have deeper expertise. -- To my knowledge, Emergence is the only VC firm with a formalized program dedicated to board excellence. It's an investment that yields returns where they matter most—in bending the odds of success for our founders. Founders, I'm curious: What board member behaviors have you found most valuable?

Once you get to the point where your company graduates from working sessions to board meetings, there’s an entirely new set of dynamics you have to learn to navigate. Here are my best tips for founders on how to get the most out of your board meetings, based on my time on both sides of the table: 1/ No big surprises. The purpose of a board meeting is to set the direction and priorities for the company, grounded in the context of what’s going well and what’s not — and none of that background information should be a surprise to your board members during the meeting. If you have news to share, whether it’s good or bad, do it in real time with quick phone calls in between board meetings. This builds trust and allows you to use the meeting time more effectively. I’m also a fan of the pre-wire call a few business days before the board meeting. Set up 30 minute 1:1’s with each board member to run through the agenda and any pertinent business updates before the meeting. Give space for each individual to air any concerns or asks they may have. It helps you get ahead of any hot topics to better manage the time in the board meeting. 2/ Leave room for discussion. There’s always excitement to share a lot of info during board meetings, but you want to avoid having it feel like you’re presenting a book report. No matter how good the materials are, it’s disappointing if you walk away without learning from the viewpoints of your board members. Leave enough time for discussions, questions, and follow ups to create a two-way conversation, rather than just talking at your board. Set the timing for this in the agenda upfront and keep an eye on the clock to make sure you shift to discussion time promptly. You’ll get a lot more value out of your board members this way. 3/ Figure out the right balance between execution and vision. You have to hit multiple notes during your meeting. On one hand, you need to be able to talk about execution and operational precision. On the other hand, you need to be able to speak to your high-level vision and remind your board of the bigger picture and long term goals. The best founders can strike a balance between both. It takes time and iteration to find the sweet spot. One tactic to help accomplish this is to always set the table by recapping the company mission and vision at the start of the meeting. Another way to ground everyone is to include a couple customer anecdotes and stories before you dive into the metrics and performance data. Bookend the meeting the same way, by touching on the company mission and thanking the folks around the table for their roles in that journey. I have a lot more thoughts on navigating board dynamics, so keep an eye out for Part 2 of this post.

If you’re a founder meeting with board members, and you don’t want to get slammed with questions about the health of your company, don’t wait until the meeting to share updates.  This comes from a place of love + some frustration… First off, you should be sending frequent, and thoroughly written updates routinely to keep everyone in the loop. That way, when you get to the meeting, everyone’s up to speed. Otherwise, you spend the entire time addressing concerns, and/or putting out fires. Board meetings are more productive when they’re spent strategically. Before you go in, do some prep work: - Anticipate any looming questions the board may have - Answer them upfront along with a general update to begin - Direct the attention to something important and/or that you need advice on Plan the meeting around topics that will help you make decisions, take risks, or grow. Use the space to explore ways of moving forward. And end each meeting with thoughts on what will be discussed at the following session, so that your board members can prepare and be constructive on the next go around. We work with a lot of young founders at Mantis Venture Capital to help them improve their board presence. Alignment makes all the difference. Remember - the board is there to take you to the next level. Not to hear a recap of the quarter, and pick it apart in the process. 

One of the biggest questions I get from founders is, "How do I Build My Board?" Which is often followed by, "Do I Need One?" 💫 One of the most impactful steps a startup can take is to build a strong advisory board of humans they trust. Here’s how to make it happen 👉 💫 Action: Identify and approach potential advisors who align with your business goals. People you trust and admire in specific industries you need support on. 💫 Success Tip: Offer clear value propositions and defined roles to potential advisors to gain their commitment. Date before you marry! How to Get Started👉 💫Make a Hit List💫 -Look for those with the expertise and network complementing your business needs. -Focus on those who share your vision and can provide strategic guidance. -Look for people ten steps ahead of you (people who have been there and done that with real experience to support). -Fill in key areas of support for your business (Industry, Legal, Financial, Capital, Tech etc). 💫Say Hello💫 -No matter who it is, find a way to message, email, or ask a friend to introduce you to them and just say hello! -It's like dating, getting to know each other, and seeing if it is a good fit to build a formal relationship. 💫Craft a Compelling Pitch💫 -Clearly articulate how their involvement will benefit both your startup and them. -Highlight the value they bring and the impact they can make. -WHY do they or should they care to join you? 💫Define Their Role💫 (this is a big one) -Be specific about what you expect from them. -Whether it’s strategic advice, networking opportunities, or operational insights, make sure they understand their role and responsibilities. 💫Follow Through💫 -Show that you value their time and expertise. -This could be through equity, compensation, or other incentives that align with your startup’s stage and capabilities. -This could also be just by doing your homework. This means that if they give you direction, guidance, or an intro-FOLLOW THROUGH. 💫Maintain Engagement & Comms💫 -Regularly update your advisors on progress and challenges. -Schedule consistent meetings to keep them involved and informed. -Do not cancel and reschedule and cancel and reschedule. VALUE THEIR TIME. By building a strong advisory board, you’re not just adding names to a list or slide deck – you’re creating a powerhouse team that can help steer your startup toward success. #startupadvice #femalefounders #entrepreneurship #advisoryboard #businessgrowth #womeninbusiness

Why do so many nonprofit boards struggle? In my experience, training is a big part of it. That's especially true of their fiduciary duty. Don't count on prior board experience: too many boards are dysfunctional and you don't want your new board members to bring old bad habits with them. Instead, do this: * Provide orientation for every new board member * Bring in 3rd party specialists to provide training * Teach good governance if you want them to govern well * Include robust training on their fiduciary responsibility. * Explain, in plain English, how to interpret the financial reports * Share the strategic plan * Have an annual retreat for all board members with a refresher on their training What else makes a strong, effective board? #nonprofit #BoardOfDirectors

Surprises are for birthday parties not the boardroom. Springing unexpected requests or recommendations on fellow board members or colleagues without prior groundwork can work against your goals. I recently experienced a meeting go awry due to a colleague’s unexpected proposal. As a stakeholder strategist, whether I'm on a board or collaborating with one, I always invest significant time in reaching out to key decision makers and influencers beforehand. The time spent is invaluable for building consensus and achieving successful outcomes. So before you spring an idea or present a proposal in a boardroom, consider the following: 👉 Do the due diligence: Research and consult with experts. 👉 Give a head’s up: Reach out to fellow board members and leaders. 👉 Gather initial feedback: Incorporate suggestions to refine your ideas. 👉 Build alliances: Identify potential supporters and detractors to address concerns early. 👉 Acknowledge contributors: Recognize those who helped strengthen the idea or proposal. Effective leaders build trust through preparation and communication, not catching people flat-footed. __________ Have you been “surprised” in a decision-making room? #publicaffairs #executivemanagement #ShastaAdvisory

Presenting to the Board? Here’s What Seasoned Leaders Do Differently. Board presentations are where leadership visibility and strategic influence collide. And for many executives I coach, presenting a complex acquisition or a major strategic investment is where their credibility is truly tested. So how do confident, high-performing leaders earn the board’s trust in those moments? They don’t just present, they frame, elevate, and influence. Here’s what that looks like in practice: 🔹 They lead with why now. The best board presenters don’t start with the deal; they start with the strategic rationale. Why this acquisition? Why this partner? Why this timing? 🔹 They stay at the right altitude. Operational detail stays in the appendix. The focus is on alignment with long-term goals, shareholder value, and competitive advantage. 🔹 They offer a clear decision framework. Rather than pitching a single answer, they lay out the options considered, trade-offs weighed, and why the proposed path is optimal. 🔹 They’re proactive about risk. Board members respect leaders who name integration risk, control issues in JVs, or possible cultural mismatches and show how they plan to mitigate them. 🔹 They make the value real. Whether it’s synergies from an acquisition or expected ROI from a strategic stake, they visualize the upside—and the impact on long-term growth. One client I coached had to present a joint venture with a global tech partner. Through our work together, she shifted from “explaining the deal” to telling the strategic story: why it fit the firm’s innovation roadmap, how decision rights would be protected, and where the real value lay. Her confidence and clarity changed the tone of the entire conversation. 💬 Leadership at this level isn’t just about what you say but how you frame decisions for the people who oversee the whole business. If you're preparing for an upcoming board presentation, I’d encourage you to ask: Am I sharing information… or shaping the future? If you desire support in effectively presenting to your board or generally improving your executive presence, please reach out. #ExecutivePresence #BoardLeadership #StrategicInfluence #ExecutiveCoaching #LeadershipDevelopment

In 20 years as a VC-backed CEO, I’ve led 80+ board meetings. If you’re running sales and want to be taken seriously in the boardroom, here are the 3 things you need to do in your next board meeting: BACKGROUND: Sales results are always a top item on any board agenda. Sharing your numbers and recent wins is par for the course. Hopefully, they impress. But boards want to know more. Numbers and a few anecdotes don’t dazzle. Here’s what does: 1. Know WHY you are winning Board members have a few hours to understand your last 3 months of work. Your job is to interpret the facts that help them understand the business quickly. Consider a simple example: You won more sales this Q3 than Q3 last year. Fact is, they know that already. They saw the numbers before the meeting. The real question is: Why? Did close rates or ASP go up? That would tell the board you are getting better / more efficient at GTM. Or is it because you have more reps? Which might mean you are scaling well (if efficiency is the same per-rep) or not, if per-rep performance is dropping. A good board update doesn’t neglect your victories, but it shows the board you're in command of the drivers of performance now and into the future. 2. Be upfront about what you need to fix Boards want results (duh). But they also want to know that the management team understands the key levers to improve the business going forward. That’s why I expect my sales leadership in the boardroom to present more than just the positive picture of our sales success. They also need to share what needs work. Hiding bad news only costs you credibility. That doesn’t mean it’s a venting session. Or a good time to throw another exec under the bus. Make it clear you know where the good is AND the bad in the business. Focus on your own function and ask: What do I need/want to fix to improve our results (and why!)? A great sales leader will identify the issues and have a plan... Before the board asks. 3. Share credit, but avoid commercials In a board meeting, you are sharing the achievements of your function, not yourself. You should mention the work your team did to make the magic happen. Recognize the contributions of other functions (say, CS) to your results. It’s good leadership to share credit where credit is due. But keep it genuine. And stick to essentials. Too much, and it feels like pandering. TAKEAWAY: A good sales leader delivers results. A great sales leader, one who gets noticed by the board… One who the board can’t wait to hear from every meeting… One who gets the best opportunities in this company and the next… They share what’s working - and why. They share what’s not working - and what they plan to do about it. They are generous with credit - but they don’t oversell their team. Those are the sales leaders who can be a next great CEO.

A few weeks ago, I was talking with an ED in my program who was running on fumes. She felt like she was carrying the entire organization on her back — fundraising, strategy, operations—and her board? Just… there. They showed up to meetings… They nodded along. But they weren’t ACTUALLY helping. They weren’t leveraging their networks. They weren’t stepping up as thought partners. They weren’t fundraising… And it left her feeling completely alone. The problem? She was treating her board like an audience instead of a team. Board disengagement usually isn’t about “bad board members.” More often, it’s about lack of clarity, expectations, and meaningful engagement. Here’s what I told her: Want your board to step up? Make it easy for them to engage. ✅ Clarify their role. If they don’t know what’s expected, they won’t engage. ✅ Shift meetings from updates to strategy. Stop reporting—start problem-solving. ✅ Show them their impact. Board members need to see how their involvement makes a difference. ✅ Be specific about support. Instead of “help with fundraising,” ask them to host cultivation events in their home. Remember: You don’t have to do this alone. Your board should be your biggest allies — how can you set them up to be what you need them to be?