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In 2020 I attended my first board meeting as a second line Manager.

We were backed by a popular Silicon Valley PE firm with a ruthless reputation.

I absolutely bombed it.

Here’s the approach that got me into trouble.

And how I present performance in board meetings today.

Mistakes to Avoid:

Most leaders start meetings off with a highlight.

I took a similar approach:

• enabled reps to qualify + sell products

• transitioned inbound reps to outbound

• hired and onboarded our first EMEA reps

10 minutes in it felt like I was crushing. And then got stopped...

Board Member: "we know things are going pretty. Will you talk about what needs to happen the rest of this year to keep things on track?"

I froze.

The rest of that meeting I tried to BS my way through a long series of Q&A.

And it did not go well.

What the Board Wants:

Anytime I meet with the execs or investors I try to answer three questions:

1. What are you working on?

This question is all about transparency and setting the stage. It invites you to succinctly communicate the key initiatives, projects, or objectives you're currently focused on.

• Do you have a plan?

• How does the plan align to broader company goals?

• Any unexpected challenges or opportunities?

Why It's Important: This question helps stakeholders understand where resources and energy are being allocated. It’s crucial to show that you’re making progress on priorities that move the business forward. Focus leads to results.

2. Why is what you’re focused on important?

This is about articulating the strategic value of your efforts.

• What problem are you solving?

• What are the risks of not addressing this issue?

• Is this a long-term strategy or is it a short-term necessity?

Why It's Important: By explaining why something is important, you demonstrate that your efforts are aligned with broader company goals. This step also reassures stakeholders that their investment is driving toward strategic outcomes.

3. What are you going to do next?

Here, you lay out future plans. It’s not just about continuing what you're doing but also showing that you're anticipating the next steps and adjusting as necessary.

• What are the next initiatives and what’s the timeline?

• What resources or support do you need?

• What are the risks or dependencies that could impact the next steps?

Why It's Important: Stakeholders want to see that you’re thinking ahead. It also opens the door for feedback—are the next steps aligned with what the board expects? This question keeps everyone on the same page so you can be proactive vs. reactive.

When you’re a leader, results are expected.

Insights are how build credibility.

Remember, always be looking out the windshield.

Until next Thursday,

TSG

P.S. I reply to all emails.