OpenView recently surveyed an array of expansion-stage CEOs and board members to find out what it takes to create a value-adding board. The results are presented in this board of directors infographic, offering real insight into what makes high-performing boards tick.

1. Do YOU HAVE A HIGH-IMPACT
?BOARD OF DIRECTORS
OpenView recently surveyed a wide array of expansion-stage CEOs and board members to find out how the best boards deliver value,
what damage bad boards can cause, and how CEOs can ensure that their boards work together as a high-impact team.1
Find out if you have a high-performance board and, if not, what it takes to create one.
Does Your Board These are the top six
Add Value by...
answers, representing
97% of survey responses.2
Does Your Board These are the top three
answers, representing
Do Harm by Causing... 83% of survey responses.3
Recruiting top talent?
The CEO’s departure or removal?
Providing governance?
Internal confusion?
Connecting you to industry contacts?
Reputational damage?
Helping set and evaluate strategic goals?
Yes? READ ON!
Providing marketing and operational expertise?
Solving problems/supporting your management team?
If your board isn’t
no? Read on! adding value, or worse,
is causing harm,
it may suffer from
What causes BAD BOARD DYNAMICS? bad board dynamics.
HERE ARE 6 FACTORS TO CONSIDER:
1 2 3 4 5 6
Having A lack of Members A lack of A lack of Members
the wrong commitment monopolizing/ accountability alignment are not
members distracting with the prepared
others company
What can you do to overcome bad board dynamics and help ensure your board succeeds?
4
ACCORDING TO OUR SURVEY, THE TOP 4 SOLUTIONS ARE:
1 Ensuring board members have the right skillsets and experience 31%
Here are 7 board member personas to consider:
1
THE CHAIRMAN OF THE BOARD
7 Typically the CEO or an independent board 2
member, this person must keep all board THE PERSONIFICATION
THE HEAD OF THE AUDIT &
COMPENSATION COMMITTEE
members on the same page, run good board OF THE COMPANY’S
meetings, and foster board cohesion. TARGET MARKET
Has previous financial experience and
An independent board member who
can work with the CFO and board
possesses a keen understanding
members to ensure the financial
of a business’s target market
well-being of the business.
and buyers.
ULTIMATELY, aligning board
candidates who possess diverse
6 qualities with your company’s greatest
3
THE YING needs is the key to building a board THE CEO
TO YOUR YANG that will drive success. A company’s CEO is not just the
Compliments and broadens the business’s internal leader, he or she
CEO’s skills and encourages him must also be a critical board persona,
or her to think outside the box. leading and managing the board’s
involvement and engagement.
5 4
THE CEO THE EXIT STRATEGIST
ADVISOR & MENTOR Usually an investor board member,
A retired CEO who has guided a company this person can analyze the company’s
through the expansion stage and can strategic direction and exit plan.
provide the CEO with relevant insight,
expertise, and feedback.
2 Creating Board Cohesion 23%
HOW CAN YOU ENSURE THAT YOU HAVE BOARD COHESION?
If your company fails to create  Assemble a diverse team that’s aligned around
a shared set of goals and priorities
strong board cohesion, the vocal
minority will dominate, board  Establish a culture of mutual
respect among board members
meetings will become inefficient, and
 Hold board members accountable
the board will struggle to achieve
to their commitments and actions
anything meaningful.
 Empower board members to share feedback and insight
3 Running Effective
Board Meetings 18% 4
Establishing the Right Mix of
Management, Independent, and
Investor Board Members 17%
Board meetings should be a fantastic opportunity to
conduct a well-rounded, insightful retrospective of the While boards can vary by size depending on
company’s performance over the prior quarter, and set a company’s stage, financing, and skill set gaps,
the company’s mission, vision, and goals. expansion-stage companies should ideally have
a five-seat board that consists of:
According to our survey, the most important
steps to running effective board meetings include:  anagement board members
M
(one seat occupied by the CEO)
Ending meetings
with a clear
Distributing meeting
consensus
materials in advance  ure investor board members
P
38%
9% (as few as possible)
2% Surveying board
members in advance  utside board members
O
(three to four high-impact people
34% 16% who have high-impact personas)
Engaging board Developing
members a consistent
individually meeting agenda
Find out how you can create a successful
board by downloading our FREE E-book,
Learn More
“Building a High-Impact Board of Directors:
A Guide for Expansion Stage CEOs.”
1
More than 80 expansion-stage CEOs and board members were surveyed in January 2013.
2
The remaining 3 percent of respondents selected other options, including setting compensation and managing CEO transitions.
3
The remaining 17 percent of respondents selected other options, including short-term focus, micromanaging, and infighting.
4
The remaining 11 percent of respondents selected other options, including the time at which a board is created.