Board Meeting Best Practices for CEOs
Tips for clarity, alignment, and leveraging your board’s expertise.
DEAR STAGE 2: I just sent out invites for our 2025 board meetings and wanted to gut-check what a good board meeting deck and agenda really look like. I have been to 4 board meetings (all mine) and would love to hear from others on what is working well. ~TBD
DEAR TBD: First, congrats on preparing for another year of board meetings! Lucky for you, I’ve had the pleasure of attending board meetings across many stages of a company’s journey. I’ve distilled a structure that can help maximize value for both you and your board members.
Board meetings are a perfect opportunity to align on strategy, showcase progress, and gain actionable insights. But, without careful preparation, they can devolve into status updates or even leave board members confused about the company’s direction.
To enhance this week’s article, I’ve also included insights from three Stage 2 LPs who recently participated in a board panel discussion on this topic at our annual LP meeting: Doug Winter, CEO of Seismic; Tracey Newell, multi-board member; and Marc Huffman, CEO of OnBoard.
Here’s a framework to build a clear, impactful board deck and agenda.
Structure the Board Deck with These Key Sections
Lead with Financials and KPIs
Agree to a set of KPIs with your board members in advance.
Present actuals vs. plan and show the trend over time by showing the last few periods in the same format.
Avoid overcomplicated visuals and keep it simple and factual.
Highlight key variances and explain why they occurred.
“I always ask, ‘Is that good or bad? Did you hit your goal?’ A great deck clearly shows what’s working, what’s not, and what’s being done about it.”
- Tracey Newell, Independent Board Member at Sailpoint, Highspot, DataRobot, Druva, Deepwatch
Updates on Key Actions
Use this section to close the loop on decisions and action items from the previous meeting.
Departmental Reviews
Summarize how each department performed against last quarter’s goals and outline plans for the next quarter. Ground these updates in measurable goals to provide context and demonstrate progress, rather than simply sharing highlights or lowlights.
Keep it concise, focus on clear metrics and brief commentary, avoiding unnecessary deep dives.
If you’re looking for guidance, check out these sample slides and our eBook, Optimal Slides for the GTM Section of the Board Deck, for actionable best practices.
Strategic Topics
Select 1–2 meaty subjects for live discussion. Examples include annual planning guidelines, product roadmap, pricing revamp, or a competitive landscape review. The goal is to leverage the board’s collective expertise.
Share detailed pre-reads and solicit comments in advance so the time in the room can be focused on conversation and decision-making.
“The best board meetings focus on one or two deep-dive topics. Rotate these subjects—like the product roadmap or major launches—to give the board a chance to engage meaningfully without overwhelming them with information.”
- Marc Huffman, CEO of OnBoard
Board Business
Share board minutes, expected approvals, option grants, and other governance matters in advance, allowing board members to arrive prepared.
Note: These are typically sent as appendices and not included in the main board deck.
Best Practices:
Plan Ahead: Schedule all board meetings for the year in advance. Decide on the format (in-person or remote), meeting length, and other details early. Locking in dates ensures commitment and allows board members to plan accordingly.
Send Materials Early: Share the board materials at least 48 hours in advance to ensure your board members have time to review, digest and ask questions. The best process I have seen:
1 Week In Advance: CEO sends materials and sets a deadline for comments.
Review and Comment: Board members review and provide feedback before the deadline.
Engage Asynchronously: The CEO and team respond to comments, add data as needed, and address questions ahead of the meeting.
“Board members hate surprises, especially bad ones. Be upfront about the challenges and risks, and share a realistic picture. That transparency builds trust and makes the board a more effective resource.”
- Doug Winter, CEO of Seismic
Publish The Agenda: If you send the materials early and encourage async engagement, you are going to get clear signals on where your board has questions and where discussion would be helpful. Use that input to refine the agenda and ensure the meeting tackles strategic priorities.
Be Selective About Attendance: Keep the meeting small. Fewer voices in the room mean more focused, meaningful conversations. Invite executive leaders in as needed, but the default should be board members and observers, with the occasional guest.
Closed Session: Leave time at the end for a closed board session. This gives the board space to discuss governance or provide candid feedback on the company’s direction and leadership without other executives present.
The most effective board meetings balance updates, discussions, and decision-making. When done right, they’re a two-way street: you provide clarity and accountability, and your board offers strategic guidance that moves your business forward.
With this structure, you’ll not only maximize the value of each meeting but also build stronger, more engaged relationships with your board.
Until next week!