| In business, entrepreneurs have to understand that | | | | yourself with those who can help catapult your |
| to make it to the "next level" it can never be a solo | | | | company instead of those just looking for something |
| journey. All too often we attempt to do everything | | | | else to place on their resume. This Board and the |
| on our own and fail to do what we're supposed to | | | | direction they chose for your company can |
| do, and that is stick to our strengths. Playing to your | | | | determine the difference between success and |
| strengths and surrounding yourself with those who | | | | failure. Discovering the Pacific Ocean or perishing in |
| are stronger and smarter then you in other areas | | | | the Rocky Mountains. What are the criteria? What |
| doesn't make you obsolete, it makes you incredible. | | | | makes separate a great Board member, from an |
| Meriwether Lewis and William Clark were visionaries. | | | | average member? Let's explore those together. |
| They had a vision of blazing a trail to the western | | | | When selecting member take heed to more then |
| coast of what we now call the United States of | | | | their resumes and experiences. You want to explore |
| America. These two men didn't decide one day to do | | | | their passion, drive, knowledge of your company, and |
| something new all by themselves, but they | | | | their vision or lack there of. Can they see where |
| surrounded themselves with experts, and lay persons. | | | | your company is headed next year? Five years? Or |
| They also enlisted the assistance of the local Native | | | | can they not see past their own nose? Even though |
| Americans because of their expert knowledge of the | | | | you are the visionary of the company, you need |
| land. This led to a successful expedition, and the | | | | people who can see long-term, who can think |
| immortalization of these two men. The same goes on | | | | strategically, and who help navigate you through the |
| in business, one visionary (or two) arise with a | | | | wildernesses you may encounter. What are their |
| magnificent idea, but they must surround themselves | | | | strengths? You need a diverse Board of individuals, |
| with the expertise of others to accomplish the task | | | | both in skill as well as gender, ethnicity, race, |
| at hand, Lewis and Clark called them guides, we call | | | | background, experience, and knowledge. It's more |
| them a Board. | | | | then just industry experience; it's also a willingness to |
| There are generally two different kinds of Boards. | | | | be vested in the future of the company. Some |
| You have your Board of Directors, those placed in | | | | potential members could be the smartest people you |
| charge of the financial responsibilities who oversee | | | | will ever meet, but if they're somewhere else when |
| the executive management team, and you have | | | | you need them to be where you are you have a |
| Advisory Boards, simply of sounding board for ideas | | | | problem; knowledge never makes up for absence. |
| with no responsibilities. Some Boards are 'hands-on" | | | | So to all the entrepreneurs, Executive Directors, |
| taking an active approach to the management of a | | | | CEO's and anyone looking to reach that "next level" in |
| company, while others are strictly oversees, meeting | | | | their business, be thorough in deciding who will help |
| quarterly to be sure everything is in order. | | | | direct your company, take inventory of who you |
| No matter which it is, when selecting Board | | | | have, and never be timid about surrounding yourself |
| members, you have to be sure you are equipping | | | | with genius, it'll just make you look even better. |