So, I don't think anything in this post is wrong, it just feels like incredibly generic advice.
Your board members are some of your most important relationships. We've had incredible amounts of success using our one Board Observer to make connections and introductions, but I think that's in part because we've basically treated her as if she was a board member.
This in some ways feels like a treatise on packing a suitcase. Yes, there are some general principles. You might be a roll-guy or a fold-every-piece lady but when it comes down to it you've got a set of clothes no body else does and a surprising bag with a pocket here and a pocket there. When it comes down to it though, there aren't that many pieces, whether they're wrinkled or not is important, so you probably just want to take a second to make sure each piece is in a reasonable spot and doing what you want with it.
You're going to want to lean on board members for hiring, for advice, for connections, for context and encouragement, and for strategy. Get to know them. Learn how they think. Learn how you can deploy them and how they want to be deployed. Don't lean too hard on general principles, just manage them.
Your board members are some of your most important relationships. We've had incredible amounts of success using our one Board Observer to make connections and introductions, but I think that's in part because we've basically treated her as if she was a board member.
This in some ways feels like a treatise on packing a suitcase. Yes, there are some general principles. You might be a roll-guy or a fold-every-piece lady but when it comes down to it you've got a set of clothes no body else does and a surprising bag with a pocket here and a pocket there. When it comes down to it though, there aren't that many pieces, whether they're wrinkled or not is important, so you probably just want to take a second to make sure each piece is in a reasonable spot and doing what you want with it.
You're going to want to lean on board members for hiring, for advice, for connections, for context and encouragement, and for strategy. Get to know them. Learn how they think. Learn how you can deploy them and how they want to be deployed. Don't lean too hard on general principles, just manage them.