Good to Great: Being an Independent Board Director in a Venture-Backed Startup

Greg Sands
Apr 27, 2018 · 5 min read
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Photo credit: Glassdoor
  1. Strategic Insight. Both into company strategy and the approaches that have worked and failed over the years. An independent might have acquired this attribute from running businesses or sitting on other boards. They also might have cultivated this ability by reading about the development of some of the world’s great companies and applying in practice the strategic theories of leading business thinkers. I recall a strategy conversation with Dave Kellogg, an Independent Director on the board at Alation, in response to a strategy conversation. He exclaimed, “This is a perfect opportunity for the three plus one encapsulation strategy,” and directed us to read a blog he posted on the subject.
  2. Operational Insight. That involves “doing the work” of not only reading the board book, but shaping what analyses get done and deciding on the presentation of the material. Directors need to understand what’s working and what’s not. Some of the best questions may have to wait for offline data collection and further analysis. While many independents are experienced startup CEOs, boards should also look for candidates who possess “go-to” areas of functional expertise — especially when they complement the founding team of a startup. Since most founding teams are product-oriented, many startups are looking for specific market expertise in sales, growth/marketing and business development. Karen Richardson, an amazing sales leader who now focuses on board work, was an incredible resource for Chandran Sankaran at Closed Loop Solutions, especially when it came to her understanding of sales strategy, hiring and planning.
  3. Hustle. In all the critical ways. While directors aren’t full-time employees, it is still critical to “add value” in tangible ways. They should be ready to help in sourcing and closing great hires or finding prospective customers. They should also be willing to offer assistance in sourcing, negotiating and building business partnerships. Robin Josephs on the QuinStreet board is a great example of someone who does the work that keeps a board — and, therefore, a company — going strong. Whether it’s chairing the compensation committee or serving on the (never fun) audit committee.
  4. Perspective. A director’s job is to help see the forest through the trees. The best directors help keep the company focused on a 12–18 month time horizon. They seek to make sure that product plans, sales and marketing plans, growth and burn rates all fit together. Matt Glickman did this at Guardian Analytics as an active chairman and helped keep the company moving ahead during a CEO transition. Many directors concentrate on sales and finance but Matt also played a pivotal part helping the company focus on product roadmap and delivery.
  5. Silence and Restraint. Sadly, this needs to be said: Directors need to know what they know — and know what they don’t know. Directors aren’t there to run the company — and management level decisions should be left to management. A Director who comes across as a know-it-all will be less persuasive and less effective. Keeping focus on the most important issues is essential and any Director who drags the company into the weeds repeatedly is wasting precious time. It is up to the CEO and/or Board Chair to set the agenda because as Scott Weiss from Ironport once said, “We’ll eat what you feed us.” Getting the balance of asking good questions and letting the group find its flow can be a delicate balance — but one that is important to get right.
  6. Empathy. Building a company is an extraordinarily challenging task for management — especially for the CEO. Board meetings are where truth gets spoken, which can be a primary source of CEO angst. Threading the needle between setting inspirationally high expectations for performance and providing guardrails can be really challenging. Often, investor directors who are significant shareholders point out things that aren’t going according to plan or don’t appear to make sense. A great independent that listens well and builds trust with the CEO can have conversations that are not “loaded” by coming from the source of capital and can create a safe place for founders to get input.

Costanoa Ventures

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