Rusty O'Kelley

And what they did that was productive is they each stated their perspective.

And the committee and ultimately the board came together on a timeline much more in line with the CEOs.

But there was honest discussion and a constructive dialogue to make that happen.

Yeah, I'll give you two that they're closely aligned.

One is they do not understand the priorities of the various directors on the board.

And so because they don't have that understanding, they are not adequately aligning the board on the key priorities because they don't have a full picture.

The second mistake that we see CEOs making with directors is that they don't adequately put together a timeline and metrics that all the board members understand.

So what are the goals?

How are we going to get there?

What are the key points along the way?

Thank you. I am happy to be here.

Thank you. I am happy to be here.

Thank you. I am happy to be here.

There are three things that impact what a chair and a company is looking for at any moment in time. First, what industry are they in? Two is what is the strategy of the company? Where are they in the business cycle? Are they on an upturn? Are they on a downturn? Are they having an international expansion or are they having a technology transformation?

There are three things that impact what a chair and a company is looking for at any moment in time. First, what industry are they in? Two is what is the strategy of the company? Where are they in the business cycle? Are they on an upturn? Are they on a downturn? Are they having an international expansion or are they having a technology transformation?

There are three things that impact what a chair and a company is looking for at any moment in time. First, what industry are they in? Two is what is the strategy of the company? Where are they in the business cycle? Are they on an upturn? Are they on a downturn? Are they having an international expansion or are they having a technology transformation?

All of those things are really important in terms of the skill sets that are needed. The third is what is the board matrix? Who's on the board? When are those people going to retire or leave the board? Because all of that influences the skills and experiences that are needed by the board in order to support the company's strategy and to provide help and oversight to management.

All of those things are really important in terms of the skill sets that are needed. The third is what is the board matrix? Who's on the board? When are those people going to retire or leave the board? Because all of that influences the skills and experiences that are needed by the board in order to support the company's strategy and to provide help and oversight to management.

All of those things are really important in terms of the skill sets that are needed. The third is what is the board matrix? Who's on the board? When are those people going to retire or leave the board? Because all of that influences the skills and experiences that are needed by the board in order to support the company's strategy and to provide help and oversight to management.

Go early to the meetings. I know this seems obvious, but it's sometimes surprising how new board members don't take advantage of saying, hey, you know, I want to come in a few hours early. Is there someone I could have coffee with? Or, you know, as everyone's racing to a plane, ask, who can I ride in the car with? Are we on the same flight? Let's sit together.