Individual skill

board-management

Runs a company board as an instrument - cadence, a no-surprises pre-wire, a board pack shipped days ahead, and meetings that end in decisions with owners. Use when someone asks "how do I prepare for my board meeting", "what goes in a board deck", "my board meetings feel like theater", "how often should we meet", or "how do I handle a difficult board member". Applies to venture-backed and private company boards; nonprofit and association boards follow different fiduciary and consensus norms, so adapt with care there. Do NOT use for writing the monthly investor update - use investor-update-writer instead - or for general internal meeting agendas - use meeting-agenda instead.

skills/board-management/SKILL.md

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License: MIT

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claude Repository topic
claude-skills Repository topic
skill-me Repository topic
writing Derived category

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# Board Management

A board meeting is not a status update; it is the highest-leverage governance and strategy session a CEO gets, and the costly failure mode is predictable - a pack built the night before, a meeting spent narrating slides, and a director surprised by bad news in the room. A surprised board member becomes a defensive board member, and defensiveness compounds across quarters. This skill turns the board into a working instrument: pre-wired, decision-oriented, and useful between meetings.

## Operating procedure

Follow the steps in order. The pre-wire (Step 4) must come after the pack is drafted and before the meeting, because you cannot align directors on a decision they have not seen framed.

### Step 1: Gather inputs

Collect these before drafting anything. If a number is a guess, label it a guess.

1. Stage and cadence - current meeting frequency and stage of company. Default cadence: monthly for early stage, stretching to every 6-8 weeks as the company scales.
2. Board composition - each member, their affiliation (founder, investor, independent), and any known tensions or dominant voices.