The peak of the mountain was just in sight, but to get there, we’d have to climb up a treacherously steep path that was about a foot wide, with a thousand-foot drop-off on either side. A single misstep would send us tumbling to the depths below. My heart was racing, and the high altitude was making it hard to catch my breath. This wasn’t some kind of adventure expedition; it was a board outing arranged by our CEO, an extreme sportsman who pitched it as an “easy hike” and was excited to show us a stunning view. As I reflect on that hike, I notice the parallels to becoming an indispensable member of a for-profit board.
Starting the Climb
The CEO told us it would take the 10 of us three hours to cover six miles. The first two hours, in the hot sun, were intensely taxing — each of us was carrying a 20-pound pack with a water bladder, food, extra clothing, and hiking equipment. Several times we called out to the CEO to slow down and wait for the rest of the team.
When you join a board, you will have imperfect information. Despite studying previous board-meeting content, analyst reports, 10-Ks and annual reports, you won’t really understand the inner workings of the company until you’re actually performing as a board director. Until you’re an insider, you also can’t fully grasp how the team works together. So how do you quickly get up to speed and add value? I recommend finding at least one or two “board buddies” — other directors who can guide you, give you advice, and answer questions. As you become a more seasoned board member, you should offer this type of coaching to newer board members. Another key way to add value is to help set the pace of execution — slowing things down when action is taken too rashly, but more often than not urging the management team to accelerate executing tasks essential for business success.
Treacherous Terrain
At an incredibly narrow point in our hike, one board member with a profound fear of heights was absolutely terrified. Another, who was already quite fatigued, was taking slow, measured steps just to conserve the energy to continue. A few of us surrounded that director to ensure their safety.
On a board, there will be difficult situations where you’ll have to advise the management team on the best course of action. These could be competitive threats, or the necessity to refine company strategy, innovate new products, or vastly alter the customer experience. Part of being a helpful board member is to see around corners and be forward-thinking while the management team is focused on day-to-day operations. That means asking the right questions and leveraging your “superpowers.” As a board member, you aren’t running the company, so you need to shift away from operator mode and stay at the 40,000-foot level, concentrating on the big, critical issues the company is facing. Avoid any “gotcha” type of questioning; you aren’t there to make the management team look bad in a board meeting by posing impossible questions. If I have some tough queries for executives, I’ll let them know in advance what I plan to ask, so they have the opportunity to be prepared with thoughtful responses. It’s essential to show up for board meetings prepared, knowledgeable, and solution-oriented. You are there to help the members think more broadly and advise them on how to solve problems.
Reaching the Summit
As we struggled to make it to the plateau at varying times, the enthusiastic CEO pulled me aside and asked what I thought of the hike. I tried to be positive but also let him know how difficult it had been for us. While we had some great team-building moments along the way and rejoiced at the top of the mountain, it was a high-risk outing. It took us more than six exhausting hours to complete what ended up being a 10-mile hike. The CEO whispered to me, “Wow, we were so lucky.” I replied, “That no one died or was seriously injured? Yes, we were very lucky. Let’s not do something like that again.” We shared a nervous laugh and a huge sigh of relief.
In your board service, you will have the great privilege of accompanying a management team on a tough journey. If all goes well, you’ll also be able to help the company reach new heights. It’s your duty as a board director to help the management team see the challenges ahead, analyze mistakes, and offer ideas on how to do things differently. Being an indispensable board member doesn’t just have to do with the actions you take or the advice you give, but also with the level of support you provide, the quality of your interactions, and how you show up as a human being.
Shaz Kahng WG89 is a multiple-time board director and CEO and a founding member and board director for Wharton Alumni for Boards. She has served on boards for public and private companies, including GoPro, InsideTracker, and Gymboree. She is also a board director for the nonprofit LiveGirl. Previously, Kahng was the CEO of Gymboree and Lucy Activewear and led global businesses at Nike. She is the author of the award-winning Ceiling Smashers series of novels that spotlight what it takes for female business leaders to succeed.
