Considering Board members for ISL. Delivered ck to Dwight Monson today. He has proposed coming on to help as a business consultant. We feel that the time to inform him of our position is so intense, we have other priorities right now including cleaning up the financials which was his first priority to look at.
I would love a board meeting to be helpful collaborative, insightful, and valuable.
Technology gets better everyday. That's fine. But most of the time all you need is a stick of gum, a pocket knife and a smile.
What are our Specific Strategic Decisions? Have we had discussions about those?
I appreciate this guide: https://www.zeck.app/the-5-point-pro-board-meeting-guide-for-ceos
What Dive Deeps do we have and how are we handling them?
In ISL?
In Family?
In Couple Relationship?
In Personal?
Update to key people/board members of the past, present and future of the company. It was discussed that quarterly is a lot. 2 or 3 times/year may be enough!
In the final minutes of the board meeting this great idea is presented:
Have the CEO distill a top priority goal or priority in a positive sense, then go around the table and have each member comment on what they can contribute to that goal with some commitment to engender that feeling of a true alliance.
The earlier in the company that you can engender a reciprocal relationship that if you are on the board you will be willing/ to help. If not here to help, there is no reason for me to be here.
Setting the tonality falls to you. Create the culture of the company. Set the positive frequency - communicate in a direct and positive feedback look. Take the bull by the horns and set that expectation, inform it, and talk about it. Clear the air. Take responsibility for it.
I feel that this applies to our family relationships as well as our business. How do we look to the past, the present and the future windshield of the vehicle driving our family and make corrections to steer into the future in positive, bright, exciting ways?