On Boards Podcast

Auteur(s): Joe Ayoub & Raza Shaikh
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  • Résumé

  • A company’s Board of Directors or Advisors often has a pivotal role in the success or failure of a business, whether a company or organization lives or dies - - and whether the people who have invested time, money and emotional capital will succeed. On Boards Podcast: A Deep Dive at Driving Business Success, is about everything related to Boards of Directors and Boards of Advisors. Twice a month, in 30 minutes, hear and learn about all aspects of boards and business governance. 
In each episode co-hosts Raza Shaikh and Joe Ayoub interview a guest who has experience with boards - as a board member, a CEO, an investor or an advisor, among other roles, for a conversation on a wide range of topics including: What makes great boards great? What makes a board unsuccessful? How to be a good board member? How to make your board one of the most valuable assets of your company. They discuss public, private, non-profit and start-ups (which they believe is its own category) boards - the work they do, the impact they have and their potential to be profoundly impactful on the organization they serve. On Boards Podcast is for anyone who is a board member, would like serve on a board, is an owner of a business, a member of a non-profit organization, an investor in a business or is interested in Board of Directors or Boards of Advisors or business governance.
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Développement commercial et entrepreneuriat Gestion et leadership Économie
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Épisodes
  • 81. Building a High-Performing Board with Lynn Clarke

    81. Building a High-Performing Board with Lynn Clarke
    Apr 28 2025
    In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Lynn Clarke, an experienced leader in family board governance who has served on more than a dozen family and private equity-backed boards including as an independent chair and lead director. Lynn is also a strategic advisor and mentor and has served on boards spanning from beverage and food services to e-commerce and manufacturing.  Lynn has mentored next generation board members and leaders throughout her career and  was named the Private Company Director of the Year by National Association of Corporate Directors in 2022. She also serves as one of three judges for Deloitte’s best managed private company awards program. Key Takeaways 1. Interviewing for a board role With years of experience serving on boards, Lynn advises aspiring board members to carry a passion for the business, its products and what the company does. It’s important to understand why you want to serve on a board, what value you add and what new perspectives you believe you will bring. She advises to make these points clear when you are interviewing for a board seat. 2. New boards vs. existing boards Newly formed boards offer a unique opportunity to build the culture, rhythm, and structure of governance from the ground up, but its success is dependent on the principal shareholder(s), who will define the culture of the board and company. Shareholders set the tone. 3. Knowing when it’s time to leave a board or offboard a member Having the self-awareness is key to knowing when it’s time to leave. Lynn suggests asking yourself, “am I still a good fit?” and “do I like what I'm doing on this board?”, “Am I enjoying the discussions at the board meeting?”, “Do I feel as though I am contributing to the growth of the company?” If the answers are no, maybe you need to consider stepping out. Offboarding a member is one of the challenging aspects of board governance, especially in close-knit or long-tenured groups. It requires direct but respectful conversations from the lead director, board chair, or governance chair. Whether a board member is being asked to leave due to performance issues or company changes, Lynn recommends treating it like a celebration and acknowledgement of the person’s service on the board, almost like a retirement. 4. Board evaluations make it easier to provide ongoing feedback Even private and early-stage boards benefit from formal assessments. Annual board effectiveness and peer evaluations help surface underlying issues in board dynamics and performance. Peer evaluations can be sensitive for company boards, so Lynn suggests introducing different types of evaluations in parts. Quotes “ABARTA Coca-Cola was one of the first family-owned businesses I know to really think about independent governance. There were a majority of independent directors on a board, had a high quality strategic plan that is really a living, breathing document and a good family council or an ownership council. Those are the three things that take a business from Gen 1 or 2 into 3, 4, 5, 6, and beyond.”  ”I take my commitments to the companies and the families that I work with 100% seriously the same way that I did in running a company or working for a Fortune 50. When you join a board, you are committed to that organization. You're a fiduciary. Why would you do this unless you really wanted to help make an impact, and the only way you can make an impact is to take what you do seriously.”  ”The first thing you need to think about when you've been approached about joining a board: can I really make a contribution? I also think passion for the business is really important, passion for the product, the service and what the company does is really important.” “ It's important when you're on a newly formed board to think about what you know from boards that have been around for a while, and how you apply those learnings to help support the formation and the development of the new board.” “Do I enjoy the conversations? Am I feeling like it’s a good fit?” And no matter how many years you’ve been on the board “do you like what you’re doing?" Links Four Key Questions to Ask Yourself How to Be an Exceptional Director Board Refreshment — When Is It Time? getonaboard.com Guest Bio Lynn has extensive experience in family board governance, having served on more than a dozen family and PE boards as Independent Chair/Lead/Director. She also is a Strategic Advisor & Mentor to Family Board Chairs for Vitamix and for a Coca-Cola Bottler. And Lynn has mentored next generation board members & leaders. Her industry experience spans CPG, beverage, food, food service, e-commerce, digital, retail, manufacturing,and supply. She currently serves as an Independent Director on several boards, including Vollrath Manufacturing, Just Born (the PEEPS company), Basic American Foods and Kalsec Global Flavors. As an ...
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    33 min
  • 80. Mastering Robert’s Rules of Orders with Susan Leahy

    80. Mastering Robert’s Rules of Orders with Susan Leahy
    Apr 8 2025
    In this episode hosts Joe Ayoub and Raza Shaikh welcome Susan Leahy, the founder of Robert’s Rules Made Simple. Susan has trained and advised thousands of board members, board chairs and others on how to master Robert’s Rules of Order, to help lead and participate in productive meetings. Key Takeaways 1. History of Robert’s Rules of Order Robert’s Rules of Order is a decision making process developed in the 1800s by General Henry M. Robert, who was frustrated by disorganized meetings. Roberts created a guide, first published in 1876, which summarized and simplify parliamentary procedure to make understanding how to run an effective meeting accessible to everyone. It has, over the years, evolved into a detailed 700-page reference guide. 2. Susan’s journey to Robert’s Rules Leahy was first introduced to Robert’s Rules when she and her mother enrolled into a local junior college course to learn about how to run an effective meeting. At that time, Leahy’s mother served on an all-male city council board and found that during the meetings, discussions and decisions weren’t clear. Understanding Robert’s Rules gave her mother confidence in the meetings  and she was able to find her voice and she was able to be of service “ and she was able to find her voice and she was able to be of service.” Susan began using Robert’s Rules in high school and at college in connection with student government and became known for running effective meetings 3. The value of effective board meetings   Robert's Rules of Order increases the likelihood that meetings will be productive. At its core, the Rules are about promoting clarity and action. By following the Seven Fundamental Motions of Robert’s Rules meetings become more productive Robert’s Rules is only used to handle the business of meetings, not the entire meeting. Once board members learn the basics,  then the board's productivity increases exponentially. Robert’s Rules are intended to provide everyone in the boardroom with a “common language” to help foster productive discussion and decision-making regarding the business of an organization. 4. The role of a parliamentarian in board meetings A parliamentarian is a resource for the chair, ensuring meetings stay on track. The chair ultimately makes the final decision but can consult with the parliamentarian whenever needed. Quotes  ”When you are on a board, you're either handling information items or business items, and when it comes to the business of a board, everyone on that board needs to understand the decision making process they're using in order to be productive and drive action.”  ”You do not need to be a parliamentarian to use Robert's Rules of Order. It is a reference guide there to support you in making business decisions.  That's important because if people do not have a common understanding about how you're making business decisions, it's can create tension, mistrust, frustration - and it's going to waste a lot of time”  ”What we do is put an emphasis on providing training that's going to make us more high functioning. How are we going to not just get it “right” how are we going to be healthy? And that's why I focus on healthy board dynamics and using Robert's Rules of Order as a tool to leverage a healthier dynamic on your board.” Links Robert’s Rules Made Simple Guest Bio Susan Leahy, MA CSP, is a dynamic and highly engaging speaker, trainer, and facilitator specializing in board development, leadership, and effective meetings. As the founder of Robert’s Rules Made Simple, established in 2004, Susan has empowered thousands of board members, board chairs, and support staff to master Robert’s Rules of Order, transforming meetings into productive, efficient, and empowering experiences. A sought-after expert in communication, leadership, and group decision-making, Susan has worked with organizations of all sizes—from nonprofits to Fortune 500 companies and government entities. She is the creator of the acclaimed "Chair a Meeting with Confidence" program, designed to help board chairs lead with clarity, authority, and ease. With a Master’s degree in Applied Behavioral Sciences from Bastyr University, Susan combines deep expertise with a refreshingly engaging approach. Her unique background—being raised by a professional clown and a career Marine—shapes her signature style: energetic, impactful, and highly memorable. She has a rare talent for making even the most complex or dry topics both accessible and engaging, leaving her audiences empowered and inspired.
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    35 min
  • 79. Enhancing Board Composition and Strategies for Board Leadership

    79. Enhancing Board Composition and Strategies for Board Leadership
    Mar 24 2025

    In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Tom Rosedale, a partner at the law firm of Nutter McClennen & Fish. Tom serves as chair of the firm’s Corporate and Transactions Department and is a member its Executive Committee.

    Tom has 27+ years of experience as a corporate attorney and regularly advises public and private company boards of directors in tech, life sciences and more. He has also served on the board of directors of multiple companies including Caring Cross,  Vector BioMed, and AMD Global Telemedicine.

    The discussion with Tom underscores how evaluation processes can enhance accountability and productivity and address underperforming board members in a constructive manner.

    Key Takeaways

    1. Introduction of a board evaluation process

    Tom discusses a company with a board of directors with strong members but with members who were distracted, unengaged and unprepared in meetings.

    A new lead director pushed for change and asked Tom to work with him to develop and implement a peer evaluation process. The evaluation process was very well received, it included rankings of each board member, written feedback and questions on the functionality of committees. It had major impact on the function of the board and, ultimately, board composition.

    2. Addressing board member underperformance

    Boards should apply some form of structured evaluation to regularly address performance issues and avoid abrupt dismissals.

    3. Encouraging board diversity to improve strategic oversight

    A board composition that includes a diversity of perspectives whether by age, background, expertise or otherwise improves strategic oversight and innovation. Adding new members to the board as the company grows, changes, faces new challenges brings in different perspectives and approaches that will allow the board to perform at a high level.


    4. Board and shareholders impact on executive compensation

    Company executives used to receive compensation in the form of stock options but now many corporations are issuing stock, RSUs and guaranteed bonuses. Compensation amounts have increased exponentially over the last few decades, even though there is an increased focus on it.

    When it comes to executive compensation, board members need to remember that their role is to represent shareholders and to make the right decisions on behalf of the company.

    Quotes

    "The evaluation process works well when there’s a culture of accountability and no surprises."

    "Ultimately, board members must prioritize representing shareholders and making decisions in their best interests."

    “ If shareholders feel that a board is approving compensation or not holding people accountable for poor performance, then shareholders should vote for other board candidates.”

    “The best functioning boards are the boards that don't stagnate. It's boards that don't have all 65-year-old guys who come from the same industry.”

    Guest Bio

    Tom Rosedale chairs Nutter McClennen & Fish’s Corporate and Transactions Department and is a member of the firm’s Executive Committee. He primarily advises clients on public and private company securities law matters including public offerings, ATM transactions, registered direct offerings and equity lines of credit (ELOCs)), mergers and acquisitions (public and private), venture capital transactions, and general corporate matters.

    Tom also represents family offices with their many diverse legal needs. He regularly advises public and private company boards of directors and clients on executive employment matters and incentive compensation arrangements. Tom also serves as outside general counsel to clients in various industries.

    Prior to joining Nutter, Tom founded and served as the managing member of a boutique corporate law firm for 19 years. Before that, he served as Associate General Counsel of CMGI, Inc. and Vice President and General Counsel of AltaVista Company.

    Tom founded and co-founded several companies, including Corporate Filing Solutions (sold to Northwest Registered Agents), PackageFox (sold to Lojistic), Newfound Research, and Top Shelf Dog. He has served on the board of directors of multiple companies, including Caring Cross Inc., Vector BioMed, AMD Global Telemedicine (sold to Unidoc), Top Shelf Dog, Red Systems (dba Delegated.com and sold to Zirtual), and Newfound Research.
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    35 min

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