What do I mean? You’ve probably got a meeting with them you’re preparing for right now.
What I mean is they’re missing in action in strategy documentation.
And missing in infrastructure support too.
But I’m jumping ahead. If you’re a founder then getting the right board, you’re told, is essential. At the risk of being a little controversial, it’s easy to see it this way for reasons of credibility, securing contracts and compliance.
More vital are their terms, so, to put it frankly, they leave promptly. A start-up changes a huge amount in three years. This makes a strong case for initial tenure being short and sweet. At that stage they’re probably your mates anyway and will be relieved when they realise after three years they’re out of their depth.
Much more vital is the next board. The next board, if your organisation is to survive the dreaded three-year death zone, needs to shape up. Not only will you need the foresight and courage to look ahead to years 6-10 and future proof your board with the skills you’re going to need, but you’re also going to have to support them.
This is where boards are truly MIA – missing in action.
Beyond the most basic legal compliance training, the support on offer is woeful.
Moreover, the support for boards from the organisation they support, probably voluntarily, is woeful too. As someone who often overlooked board needs I can say this with full honesty, regret and a lot of learning.
I’ve yet to read a strategy that includes a section in relation to building the right board. Like any other part of the business, the office move or recruitment, boards need investment of time and money. If that’s the case, it’s also time we started seeing a section in the strategy (and income strategy) for induction, training, buddying, team building, recruitment and ongoing development and support.
It’s time to give boards the investment they and more importantly, your organisation, deserves.