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Proper board stance is better described as a partnership. This may seem idealistic and is not always practical in reality as it requires buy-in from both parties. Nonetheless the ideal board member provides transparent, professional views on the company— wins, challenges, opportunities, and resources— working with the management team to maximize company value.
In this post, I codify my learnings from building ReTargeter during a recession so you can accelerate your sales motion even though you are already likely firing on all cylinders with extremely constrained resources (time, talent, money):
Prioritize where you focus your efforts— what fires to let burn, what fires to put out, and how to play offense even if you’re forced to be on your back foot.
Leverage your relationships (social capital) to access a broader network to lubricate your sales motion.
Systematize your sales motion with simple, cost-effective processes and technologies.
In this post, we summarize 8 ways we have seen founders take control of the harsh economic environment to keep their companies alive, thriving even. (*TLDR: Find more taps and connect them to your buckets. Find more buckets and fill them with water. Keep plugging the leaks with whatever and whoever you have.)
This post focuses on driving accountability through 1:1 communications— a common cultural practice top teams have. We do this because it is also a simple, practical way to change the operating tone from:
Doing “stuff” → Getting the right things done in time
Making sloppy promises with inconsistent delivery → Honoring commitments through impeccable agreements
Being busy → Busy achieving
Top teams treat accountability like a game and pattern this mindset into their teams— they win together, learn together, and fail forward together. In this post, we share a simple communication model so you can drive accountability when:
