LEADERSHIP 10 TO-DOs FOR NEW CEOs 1 HERE ARE A FEW RULES OF THE ROAD FOR SUCCESSFULLY CONSTRUCTING AND LEADING YOUR BOARD. Boards, like any other group, perform best when they work with a leader who knows how to motivate, challenge, communicate, and set expectations to achieve objectives. Superlative leadership skills, however, are rarely a gift; usually they are honed by years of experience and a few hard knocks. For a new CEO, there are several to-dos that, based on my years of serving as a corporate director, I’d recommend putting into place. Here are 10 recommendations for achieving an effective tone and governance leadership structure with your board. 24 CO R P O R AT E B OA R D M E M B E R S E CO N D Q UA RT E R 2 0 1 6 Set the tone for communication. To maximize your board’s effectiveness, you must set the right tone as CEO. First, you will be well served if you make it a part of your standard cadence to telephone each board member a week or so before the board meeting. These calls don’t have to go too deep–they can be brief, 10-minute calls just to see what issues or topics are on their minds. This way, if a board member has a big concern, you have the opportunity to diffuse it rather than be ambushed in the meeting. Communication to the board about your agenda is equally important. One idea I have seen work well is to consider writing a brief letter to the board a few days before the meeting. This helps focus the board on the key points. Another best practice I’ve seen is when a CEO starts each board meeting with a mini, “state of the union” soliloquy. This reinforces your role as CEO and leader and focuses everyone on the key topics of the board meeting, most of which you’ve also already prepared them for in your pre-meeting calls or letter. 2 Maintain productive focus. Remember, the board eats what you serve them. Specifically, when you don’t identify a topic you are seeking input or guidance on, then the board will often jump in and take the discussion down less productive avenues. Boards are made up of smart, motivated people who want to make a contribution. It’s incumbent on you to lead them to the right subjects. The best way to engage your board and to get value out of their experience is to identify two or three strategic sub- jects where you specifically seek their input, such as a geographic expansion or a product road map decision. Finally, while it’s important to listen to all views, the CEO ought to have a management recommendation and seek the boards’ input.