Template
Board Pack
A pack and running order for board meetings — executive summary, metrics, plan, ask — that keeps you in control of the narrative instead of reporting into someone else's.
Use it for every board meeting, and especially the difficult ones. The pack is a narrative-control device, not a reporting obligation: whoever frames the quarter first owns the conversation about it, and that should be you.
The running order
Executive summary — wins and challenges
Always open here. Wins first, challenges named plainly — it gives you complete control of the flow rather than anyone on the board jumping in. In a hard quarter, land the headline yourself before someone lands it on you.
“As you can see from the challenges, the standard headline is that we are not where we need to be right now.”
Metrics, broken down
Go deeper than the headline number. Show the split by channel or initiative — which bets worked, which didn't — and highlight the bright spots even in a rough quarter.
“Direct sales are growing like this; partnership sales haven't taken off. Of the initiatives we launched, the only one that has seen real success is this one.”
The plan until the next board meeting
Forward-looking and specific, with the stakes named by you: what you're doing, by when, and what happens if it doesn't work. The next meeting opens by scoring this plan.
The ask
Don't just report — put the board to work. One specific request beats a general invitation to comment.
“I would love your input on this plan — and I'd love it if you connect us with anyone you think can help.”
AOB in seconds
Rebrands, housekeeping, side projects: five seconds each, not a feature slot. Don't let the footnotes eat the narrative.
Before you walk in
- Sync the leadership team first — the board meeting should never be the first time your own team hears the narrative.
- Choose the emotions you're bringing: realism, positivity, confidence, clarity. Two minutes of prep beats an hour of winging it.
- If you have metrics, lead with metrics. A product demo buys goodwill early on; numbers are what actually move investor confidence.
Present strong opinions, loosely held. Come in with a clear, confident framing and then genuinely invite input — the board responds to conviction, and hedging everything is an invitation for the room to run your meeting for you.
Source / credit
Outstride original
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