Xavier's top 10 tips for spotting good (and bad) board directors
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Xavier's top 10 tips for spotting good (and bad) board directors
Self Assessment

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Your average score is
3
out of 5
Looks like you're doing pretty well. Just a bit of tweaking, and you'll be amazing.
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Comments
1
I know I only have two jobs:
1. Hire and compensate the right CEO.
2. Approve the budget and strategic plan.
I don’t think my main job is to provide good ideas, nor do I think the board’s job is to micro-manage the CEO.
3
Open
2
I know that things always go wrong. I make it safe to share bad news and simply ask: “So what are we doing about it and how can I help?” I don’t lose my temper and berate management when I get bad news, nor do I incentivize management to hide bad news.
2
Open
3
I hit a home run once or twice a year. Typically a recruit, strategic partnership, new investor, etc. I am always looking for opportunities to help. I don’t just show up for the meetings, then avoid thinking about the company until the next one comes up.
4
Open
4
I trust the CEO completely until I don’t. Once I don’t, it is time to make a change. There’s no in between. I don’t constantly test and scrutinize the CEO, making them feel insecure in their role so and always on the brink of being fired.
2
Open
5
I have extremely high standards for board meetings and communicates them clearly. That means clear presentation, timely financials/KPIs, focus on strategy not reading materials out loud. I won’t take whatever management gives me as “normal”.
5
Open
6
I never undermine the CEO in front of their team. Any difference of opinion is resolved privately and with ultimate deference to the CEO. I am never unaware of who is on the email thread or in the room and am not “fast and loose” with my words.
4
Open
7
I request the materials 48 hours or more in advance and will have read them. I will say “We have all read the materials, so let’s dive right into the most important things.” I won’t show up having read nothing and expect management to read aloud.
2
Open
8
I recognize when I am too busy to be useful/engaged and step aside, ideally recommending someone with the time and energy. I am willing to give up the power if necessary.
1
Open
9
I know that management can only focus on 1-2 things at once.
I don’t forward articles I’ve read with the subject line: “Why Aren’t We Doing THIS?!?!”
3
Open
10
I always remember that I am a fiduciary of all shareholders. I don’t look at every decision as: “What is in it for my firm/pocketbook?”
4
Open
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All ratings:
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