Board Development and Management

If you’re a woman exec ready to join a board, but not entirely sure how to go about it, there’s a terrific organization you should know about, called Him for Her. It puts potential board members together with CEOs, VCs and private equity companies who are frequently looking for board members, and even better the conversations take place over dinner. The best way to describe it is “director dating” and last week I co-hosted my second Him for Her soiree at Danny Meyer’s Union Square cafe, in NYC, where 15 seriously accomplished women met another 15 or so VCs and PE investors looking for new directors. The founder of Him for Her is a former tech exec, Jocelyn Mangan (Ticketmaster, Open Table) who realized that even the most experienced women don’t always have a network of CEOs or senior execs they can alert to their ambition to become a director. So she decided to close this “network gap” and create a social network where people meet, get to discuss relevant ideas (we had a frenetic discussion over when and how companies weigh in on geo-political issues). She’s signed up over 100 VC and PE firms and placed scores of women into board seats, including many women of color. It sounds absurd to call women diverse, given we are 51 per cent of the population, but despite all the virtue signaling from companies about how seriously they take female empowerment, we still make up only 33 per cent of public boards. And private equity and venture-led businesses rank way worse with a mere 14 per cent of board seats filled by women. And only three per cent of those are held by women of color. (For a moment it looked like there might be real progress in 2018 when California passed its Women on Boards law, mandating all companies based in CA include at least one woman. But it was overturned last year and so there is no longer any data on board composition being collected by the CA Secretary of State’s office. ) So if you’re an investor or CEO looking to add accomplished diverse execs to your board, or a woman ready to slip into a board seat, add HimforHer.org to your quiver. H4H also has a supply chain of directors for public companies too. And hopefully I will get to meet you at a dinner one of these evenings. #HimforHer #DannyMeyer #boards #womenonboards #director #Unionsquarecafe #JocelynMangan

If I had to rebuild a nonprofit board from scratch today, I wouldn’t start with donations, instead I would start with: Decisions. Because most boards aren’t underperforming due to lack of funding. They’re underperforming due to lack of firepower. Here’s exactly how I’d build a board that acts more like a founding team: 1. Recruit for wisdom, not wallets Stop saying: “We need help fundraising.” Start saying: “We’re assembling a strategy team to scale [your mission].” You’ll attract operators, not spectators. Mission-obsessed thinkers instead of passive check-writers. 2. Treat them like co-founders, not cheerleaders Forget the tired “give, get, or get off.” Do this instead: • Assign 90-day micro-committees • Match board seats to real functions (finance, policy, partnerships, etc.) • Give them a problem to solve, not a deck to watch People join boards to build. Not just vote. 3. Build range, not just representation Diversity isn’t only about background. It’s also about capability. Your dream board includes: • A CFO who’s saved a company from collapse • A founder who’s scaled under pressure • A comms expert who can turn your work into headlines • A policy insider who’s worked the system from the inside That’s how you make your board crisis-proof. 4. No more status updates Board meetings should feel like war rooms, not weather reports. • Send a pre-read • Ask one bold question: “What’s blocking our growth this quarter?” • Leave with actions, not applause People thrive when they’re pushed to think, not just sit. 5. They don’t need to raise money. They need to open doors If your plan is “ask their friends for $500”… you don’t have a plan. Instead: • Train them to broker strategic intros • Have them host private briefings • Leverage their name in the room • Get them active on LinkedIn Smart boards don’t just support your work. They scale it. 6. Culture over bylaws The best boards run on: • Candor over comfort • Curiosity over control • Momentum over perfection You can’t build a high-impact board on politeness and PowerPoints. In 2025, a board should feel less like a committee. And more like a startup team. Not a group of donors. A circle of builders. Comment “Board” and I’ll send you a free resource to help you build one. With purpose and impact, Mario

Early in my career as a CFO, I opened a 60-slide board deck to present in our quarterly meeting. By slide 4, the Chair stopped me and asked, “Cameron, what do you want from us?” That question stung and it changed how I run boards forever. 💡 Board meetings aren’t report-outs. They’re decision forums. It’s not about reciting metrics or proving effort. It’s about getting clarity on what moves next. 🎯 Here’s the 3-step formula I now follow to make that happen: 1) Start with the ask. Before you open your deck, be clear on what you need from the board. A decision? A green light? A perspective? If you can’t summarize your ask in one sentence, you’re not ready to present. 2) Simplify the narrative. Most CFOs think the board wants everything. They don’t. They want the why and the so what. Cut the noise, connect the dots, and frame every slide around what truly matters to the business. 3) Tie every metric to a story. Don’t stop at “what happened.” Explain “why it matters” and “what we’ll do next.” Every metric should lead somewhere, otherwise, it’s trivia. Once I reframed meetings around action, everything changed. Our discussions became faster, decisions clearer, and execution sharper. ⚡ That shift also supercharged trust. The board began seeing finance not as a function but as a strategic partner that keeps the business moving forward. If you’re a CFO still measuring success by how much you present → flip it. Measure it by how clearly the board moves after you’re done. P.S. I advise CFOs and VPs of Finance on building decision clarity, tighter narratives, and leadership rhythms that move the business forward. Reach out if you want to strengthen how your team shows up in the boardroom.

𝗬𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗰𝗵𝗼𝗼𝘀𝗲 𝘁𝗵𝗲 𝗕𝗼𝗮𝗿𝗱, 𝗯𝘂𝘁 𝘆𝗼𝘂 𝘀𝗵𝗮𝗽𝗲 𝘁𝗵𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 New CEOs rarely arrive with new boards. More often than not, the board is already in place with set priorities and governance traditions. Unlike Executive teams which CEO’s can gradually shape through appointments and rotations, boards tend to have longer tenures, which means that the CEO is likely to work with the same board for the entirety of their service.   In the early days, while it might be tempting to reimagine the board and wish for one more aligned to your ideals, it is more prudent to seek clarity and alignment.  Drawing from both books and my own experience, a few key lessons stand out about aligning with an existing board while charting a new course: 𝗟𝗶𝘀𝘁𝗲𝗻 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗹𝗲𝗮𝗱 Every board has its own rhythm, history, and unwritten codes. In early meetings, asking more questions than you answer and observing how directors deliberate and where influence lies builds trust more effectively than asserting authority. 𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝘁𝗵𝗲 𝗹𝗮𝗻𝗲𝘀 The board governs, while the CEO executes. Preserving that distinction is crucial. When boundaries blur, both roles suffer. Clear communication and strategic focus build mutual confidence. 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 Boards respond best to transparent strategy and clear framing of risk and opportunity. Distilling complex issues into focused priorities, supported by data and timelines, accelerates alignment and enables faster decisions. 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝗵𝗶𝘀𝘁𝗼𝗿𝘆 𝗮𝗻𝗱 𝗯𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 Boards often carry history, be it from past transitions, refined strategies, or external shocks. A CEO who acknowledges that history without being defined by it shows emotional intelligence and strategic maturity. One-on-one conversations with directors can help you quickly unearth insights that will be instrumental in your future engagements with the Board.   Manage expectations early Boards carry both hopes and pressures. Without clear expectation setting, a CEO may be measured against unspoken assumptions. Clarifying what is realistic in the short, medium, and long term fosters shared understanding and prevents avoidable frustration. 𝗠𝗮𝗸𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗵𝗲 𝗴𝗼𝗮𝗹 Alignment is not about unanimous agreement. It is about building conviction around shared purpose and direction. Dissent, when used to test assumptions, can lead to stronger, more resilient decisions. The Chair–CEO relationship is central to this. Investing in it sets the tone for the entire board. The CEO–Board relationship should never be an afterthought. It is a cornerstone of resilience and a catalyst for long-term growth. • How are you building trust with the board you have today? • What principles have helped you align with a board you did not choose? • And perhaps most importantly, how are you unlocking the potential of the one you inherited?

“If you’re not at the table, you just might be on the menu.” This was how Mrs. Ronke Sokefun, Partner at Templars and seasoned Non-Executive Director opened our recent Ascent Boardroom Masterclass. It was a clear call to action to shift our mindsets of what Board readiness really means and requires. At the end of the Masterclass we left with a real sense of purpose and direction of how to not only prepare but position and perform at the highest levels of leadership. Here are 7 lessons, taken from Mrs. Sokefun's session, every mid–senior-level female executive must master to move from overlooked to board-ready: 1. Shift from Doing to Directing At board level, you are no longer the executor of tasks you become a custodian of vision. That mindset shift is the real beginning of board readiness. 2. Visibility Is Not Vanity. It’s Strategy You cannot be appointed if no one knows who you are. Thought leadership, digital presence and clarity of expertise are not optional they are part of strategy. 3. Competence Builds Confidence — Not the Other Way Around Confidence doesn’t show up before you speak, it shows up after you’ve done the work. Invest in governance education, risk, finance and strategy. That’s what earns you respect in the room. 4. Your Network Is Not Who You Know — It’s Who Knows Your Name Board appointments don’t fall from heaven. They come through relationships the right rooms, the right visibility and intentional positioning. 5. Your Real Boardroom Currency? Integrity + Emotional Intelligence At higher levels, technical brilliance isn’t enough. Boards are looking for balance, judgment, discretion and humanity under pressure. 6. Don’t Get Ready — Be Ready By the time opportunity comes, preparation is too late. Board readiness is not a moment, it is a posture. 7. The Hard Truth About Board Meetings “Your board meetings are not conversations. They are exams. You must read. You must prepare. You must speak.” At board level, brilliance alone won’t save you, preparation will. Being told you are quiet is not a compliment in the boardroom. These are just some of the few board ready nuggets Ascent Club members digested. All our members have access to the recordings and this is certainly one video we will keep rewatching! Special thanks to Mrs. Sokefun for being a true supporter of the female leadership and talent pipeline. This is why we built Ascent Club not just to share inspiration, but to equip executive women with visibility, strategic positioning and real boardroom readiness and we are super grateful to all our facilitators and speakers who have joined us over the last 5 months! So if you are a female executive on her board readiness journey, remember that board readiness isn't about waiting for permission, it's about preparedness, positioning and strategically putting yourself forward. And the best part is you don't have to do it alone. We can help you at Ascent Club Which of the 7 lessons resonated with you the most?

Thinking about adding “Board Director” to your portfolio career? For many of my clients, it’s a powerful next step in their career transition. A way to lead with impact and influence strategy. Not to mention earn additional income. But here’s what most people get wrong: Being board-ready and being board-qualified are two completely different things. Here are the real, behind-the-scenes tips I give to first-time board aspirants ready to stop circling and start landing: 1. 𝗕𝗲 𝗲𝘅𝗰𝗲𝗽𝘁𝗶𝗼𝗻𝗮𝗹 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗱𝗮𝘆 𝗷𝗼𝗯 𝗳𝗶𝗿𝘀𝘁 • before you pivot, make sure your foundation is solid. • develop relevant skills and establish a strong reputation. • your operational success builds your strategic credibility. 2. 𝗗𝗲𝗳𝗶𝗻𝗲 𝘆𝗼𝘂𝗿 𝗯𝗼𝗮𝗿𝗱 𝘃𝗮𝗹𝘂𝗲 𝗽𝗿𝗼𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻 • Boards seek directors who fill specific skills gaps • Be crystal clear on what you offer at the governance level: • Strategic lens, financial acumen, ESG insight, stakeholder leadership.    3. 𝗟𝗲𝗮𝗿𝗻 𝘁𝗵𝗲 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲 𝗼𝗳 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 • Leadership and governance aren’t the same. • Consider investing in director training (like AICD). • Know the key responsibilities: risk, compliance, oversight.    4. 𝗦𝘁𝗮𝗿𝘁 𝘀𝗺𝗮𝗹𝗹, 𝗯𝘂𝘁 𝘀𝘁𝗮𝗿𝘁 • Many first-time board members begin with NFPs, startups, or advisory roles. • These are incredible places to gain experience, confidence, and build your board narrative. 5. 𝗧𝗮𝗶𝗹𝗼𝗿 𝘆𝗼𝘂𝗿 𝗺𝗮𝘁𝗲𝗿𝗶𝗮𝗹𝘀 𝗹𝗶𝗸𝗲 𝗮 𝗱𝗶𝗿𝗲𝗰𝘁𝗼𝗿 • Ditch your exec CV. • Create a governance-aligned CV & Board Bio that speak strategy • Refine your elevator pitch to answer: Why would this board want you? 6. 𝗢𝗽𝘁𝗶𝗺𝗶𝘀𝗲 𝘆𝗼𝘂𝗿 𝗟𝗶𝗻𝗸𝗲𝗱𝗜𝗻 𝗽𝗿𝗼𝗳𝗶𝗹𝗲 𝗳𝗼𝗿 𝗯𝗼𝗮𝗿𝗱 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 • Engage in governance conversations. • Follow recruiters and companies with active boards. • Update your headline to reflect your board aspirations. • You want to show up as board-ready before you apply. 7. 𝗡𝗲𝘁𝘄𝗼𝗿𝗸 𝗹𝗶𝗸𝗲 𝗶𝘁’𝘀 𝗮 𝗯𝗼𝗮𝗿𝗱 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 • Most board roles aren’t advertised. • They come through relationships. • Let your network know you’re board-ready: seek intros.    8. 𝗗𝗼 𝘆𝗼𝘂𝗿 𝗱𝘂𝗲 𝗱𝗶𝗹𝗶𝗴𝗲𝗻𝗰𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝘀𝗮𝘆 𝘆𝗲𝘀 • Every board has its own dynamics, risks, and culture. • Before accepting, ask the right questions:   financials, board minutes, reputation, expectations. • You’re choosing them as much as they’re choosing you. 9. 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝘁 𝗺𝗶𝗻𝗱𝘀𝗲𝘁 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗷𝗼𝘂𝗿𝗻𝗲𝘆 • Board roles are competitive. • Expect slow responses, rejections, or silence. • Keep going. Keep showing up. • Your seat is coming - you just need to stay in the game. P.S. What’s one board you’d be proud to sit on? ♻️Repost to help someone start their Board Director journey

A few weeks back, I watched Maggie Hott, GTM leader at OpenAI, confidently navigate her first board meeting at Unify. Having worked with her through Emergence Capital's Operator in Residence (OIR) program, seeing her immediately contribute valuable insights made me think about how most board members receive virtually no training for this critical role. At Emergence, we've built our firm around developing board excellence. We grow all our partners from within and have established a culture of mentorship focused on board service. Junior investors aren't thrown into the deep end—we pair them with senior GPs to observe effective board dynamics firsthand. My initial experience was at DroneDeploy alongside my partner Kevin Spain, where I got great mentorship before taking on independent board responsibilities. We extend this methodology to our OIR program, where operators learn how to be effective board members. Based on my experience mentoring directors, here are the fundamental principles I share with first-timers for how board members can best support founders: 1. Reframe the purpose: Problem-solving, not reporting If your board meeting is primarily reporting, you're wasting your management team's time. Information sharing should happen asynchronously, with board members engaging with materials before the meeting. This enables the live session to leverage collective intelligence on critical challenges. This rarely happens because many directors overextend themselves across too many boards—another reason we maintain a disciplined investment pace. 2. Master the Socratic approach The most valuable contribution often comes through thoughtful questions rather than declarative statements. Your objective is to enhance the decision-making capability of management. I enter each meeting with 1-3 specific areas where I know I can add value, focusing questions on these topics. 3. Follow-through separates professionals from amateurs Diligently document your commitments, establish clear action items, and execute them. It's crazy how just doing this proactively makes a board member stand out. 4. Understand your unique contribution to the board ecosystem A high-functioning board resembles a great basketball team—you need complementary skills, not redundant ones. In every meeting, I stay conscious of my distinct value relative to others in the room, whether that's SaaS expertise, AI knowledge, or a particular relationship dynamic with the CEO. I calibrate my role based on needs—sometimes assertively addressing areas where others have less experience, other times asking probing questions where fellow members have deeper expertise. -- To my knowledge, Emergence is the only VC firm with a formalized program dedicated to board excellence. It's an investment that yields returns where they matter most—in bending the odds of success for our founders. Founders, I'm curious: What board member behaviors have you found most valuable?

Great Board conversations don’t sell—they stretch your thinking. Having spent time both as a member of the management team working with the Boards and as a Board member myself, I’ve seen a few common pitfalls that even seasoned leaders fall into. Here are three that stand out: 1. Trying too hard to “sell” the strategy. Your job with the Board isn’t to pitch—it’s to inform. The goal is to create a regular rhythm of updates around the business, strategy, and execution. One of the fastest ways to lose credibility is to act like everything’s perfect. Every company—no matter how successful—has real challenges. Board members know this. Being candid about those challenges doesn’t make you look weak. It makes you trustworthy. Transparency matters. Your numbers already tell part of the truth. Bring the rest. 2. Keeping the strategic aperture too narrow. Executives often focus on operational detail and forget that Boards can be most helpful in widening the lens. Leverage their distance from the day-to-day as a feature, not a flaw. I cringe when I hear, “I need to dumb it down for the Board.” In reality, the best Boards raise the level of strategic thinking. Bring them into big questions: “What does our industry look like in five years? Where should we be positioned?” Boards are at their best when they help you challenge your assumptions and stretch your thinking. 3. Not asking for guidance. Some of the best advice I’ve ever received in my career has come from Board members. Don’t just report—ask. Tap into their experience. Invite their perspective. The Board appreciates humility, especially when you say, “I haven’t figured this out yet—I don’t have the answer. But what are the strategic issues you would consider if you were in my shoes?” Because here’s the truth: The smartest executives don’t try to impress the Board—they learn from it. And here are 3 things I’ve learned to always get from a great Board conversation: 1. Start with the commercial “why.” Boards aren’t there for a product roadmap walkthrough—they want to understand business impact. Always lead with the commercial dimension. Why does this matter for revenue, margin, competitive advantage, or long-term growth? When you start there, everything else has context. Your Board isn’t a stage—it’s your secret weapon. 2. Define what good looks like. One of the most helpful things you can do is to show what “great” would look like—clearly and with metrics. It gives the Board a benchmark to assess against, and it keeps the conversation focused on outcomes, not just activity. 3. Ask what you’re not seeing. The question I’ve found most consistently valuable: “What do you think we’re not thinking about as a management team?” You’ll be amazed at the insight that comes back. This invites perspective without defensiveness—and you’ll often uncover blind spots or strategic angles that weren’t even on your radar. Because Boards aren’t there to be dazzled—they’re there to help you see what you can’t.

Stop leading like it's 1995. Modern vs. outdated leadership: Most managers want to "lead modern teams." But no one describes what that actually looks like. It's not a motivational speech or a new app - It's the small choices you make about: ↳How work gets done ↳How people grow ↳How decisions get made. Here are 11 shifts that separate outdated from modern leadership: 1. Performance Reviews ↳Old Style: Sitting down once a year for a formal review ↳New Style: Having short weekly check-ins to ask "What's working? What's stuck?" 2. Healthy Work Pace ↳Old Style: Sending late-night emails and expecting quick replies ↳New Style: Blocking off recharge time and encouraging people to log off 3. Productive Meetings ↳Old Style: Weekly status meetings for every project ↳New Style: Meeting only to decide or unblock 4. Tools and Automation ↳Old Style: Blocking new tools to keep control ↳New Style: Approving safe tools and automating repetitive work 5. Sharing Information ↳Old Style: Keeping updates in private meetings or email chains ↳New Style: Posting decisions and notes in a shared document or channel 6. Developing People ↳Old Style: Giving quick answers when someone brings a problem ↳New Style: Asking "What do you think we should try first?" 7. Everyday Recognition ↳Old Style: Saving praise for annual awards or big launches ↳New Style: Giving frequent, specific recognition in the moment 8. Scaling Leadership ↳Old Style: Requiring every small decision to come through the leader ↳New Style: Creating checklists or playbooks so others can decide without waiting 9. Planning and Strategy ↳Old Style: Writing a detailed annual plan and sticking to it relentlessly ↳New Style: Testing a small pilot, then expanding if it works 10. Hiring Talent ↳Old Style: Choosing candidates from well-known schools or companies ↳New Style: Choosing candidates who show they can learn quickly and adapt 11. Career Growth Paths ↳Old Style: Expecting employees to climb a single ladder ↳New Style: Supporting lateral moves, new skills, and trial roles None of these changes require a new budget or a new title. They just require managers willing to trade control for clarity - And old habits for better systems. Which one of these shifts feels most relevant to you right now? --- ♻️ Share this to help inspire more modern leaders. And follow me George Stern for more leadership content.

The latest data on board composition should concern every leader who believes performance is the standard that matters most. A new report from the Conference Board shows a clear and troubling reversal. The share of newly elected women directors is declining, and the pace of that decline is accelerating. In the Russell 3000, appointments fell from 42% to 33% in just three years. In the S&P 500, they dropped from 43% to 36%. All while women still represent only 11% of Fortune 500 CEOs. If the goal is to select the best leaders on the basis of performance, these trends should raise concern. Boards play a central role in choosing CEOs, evaluating succession, and shaping the standards by which leadership talent is judged. When the mix of voices at the board level narrows, the definition of performance is shaped by a smaller set of experiences, networks, and perspectives. That affects who rises and who gets overlooked. This becomes even more problematic given the broader shifts happening across governance today. Boards are aging, turnover is slowing, and fewer companies are willing to disclose the composition of their directors. In high-growth areas like AI and emerging tech, many boards have no women at all. These are the sectors that will define the next generation of business performance, yet the leadership structures behind them are becoming more concentrated. None of this strengthens performance. In fact, it’s far more likely to limit it. Companies today need directors who can evaluate complex technology decisions, anticipate workforce expectations, and understand rapidly evolving customers. Those capabilities exist across genders, backgrounds, and generations. When fewer groups have a path into the boardroom, companies restrict their access to the full range of talent that drives results. The path to more women CEOs requires a conversation about excellence. And that path starts in the boardroom, where the definition of performance is set and where the next generation of leaders is chosen. It is time to widen that path again.