Should You Have Silent Observers on Your Board?



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Mark Suster (GRP) has an excellent post up about observers titled Rethinking Board Observers – The Role of the “Silent Observer”In it he talks about how his view used to be that boards shouldn’t have observers but has recently changed his mind to support boards having “silent observers” – observers who attend the meeting but don’t speak.

I added a comment that follows:

Excellent approach. I think you can solve the “should they be silent or not” decision by leaving it up to the CEO on an observer by observer basis. For example, there are several observers on the Return Path board, including me (I didn’t want to stay on the board long term as I felt he was in good hands with his amazing board of Scott Petry (Postini), Scott Weiss (IronPort, A16Z), Fred Wilson (USV), Greg Sands (Sutter Hill / Conestoga), , but Matt Blumberg, the CEO, wanted me to). So I agreed to be an observer. Matt treats me like a board member but separates functionally between me and the other observers. I’m not sure if anyone actually knows that I’m officially and observer vs. a board member, but it doesn’t matter because it’s up to him (the CEO) how each participant interacts.

I view this as the only acceptable observer approach at this point. Either no observers or the CEO gets to decide whether the observers are silent or not.

The thinking on this is evolving nicely right now with plenty of folks weighing in on Mark’s post about this. If this topic matters to you, go toss your thoughts up there.


Rand Fishkin’s Favorite Board Meetings



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I invested in SEOmoz recently and am having a great time with Rand Fishkin and the SEOmoz gang. We had our first board meeting recently and Rand started pondering what he liked and didn’t like about it.

He just wrote a post titled My Favorite Board Meetings which describes clearly what he likes to do. It’s an excellent framework and – while it’s different than my generic framework – is totally cool with me as I believe the board meeting should be at least as valuable, if not more so, for the CEO and leadership team. As a result, the CEO should drive the structure since he knows what he and his teams needs.