Making better board decks

The term ‘board decks’ normally evokes a sense of importance and urgency in the corpo-rate world, particularly within start-ups and venture-backed companies. Unlike a ‘board book’ or ‘board meeting package’, which might imply a broad overview of an enterprise’s status, a board deck is designed to be more functional, compact, and specific. It serves as a critical communication tool, delivering key data, numbers, and presen-tations to board members ahead of crucial meet-ings. A board book might suggest bad news to most boards, while a board deck can be bad news to the hands-on pros on a venture board. 

A board deck is essentially an operational update for boardroom investors who need real-time insights into the company’s performance. Typically, it includes reports, dashboards and other indicators used by the executive team. Unlike general reports that might be presented to a broader audience, a board deck offers a snapshot of the company’s operations, allowing board members to feel as though they are looking over the shoulders of the top team. Clearly, the fallen unicorn didn’t have one!

We have seen most decks as being very operational on intel. It’s tempting to give the board entangled details. While detailed data can be tempting to include, brevity and clarity are essential. Smart use of graphics can help deliver complex information quickly and effectively, ensuring that the board can grasp the key points without getting bogged down in minutiae. For younger, growth-oriented compa-nies, the board is often deeply involved in the busi-ness, given that their investment is on the line.  

The CEO should lead the board meeting by introducing these ‘musts’ right at the beginning, setting the tone for the discussion. Additionally, it’s important to bring up any other critical items that the board needs to be aware of, providing a comprehensive overview that goes beyond just the immediate concerns.

Board members are investors in multiple entities and are busy individuals, juggling responsibilities. As a result, it’s essential to value their time by streamlining the board meeting. A well-structured board deck should cover the essentials in a concise and focussed manner, allowing the meeting to run smoothly and efficiently. For this, set a clear meet-ing schedule and stick to it. While it’s important to allow board members to offer insights and ask ques-tions, the CEO should already be in regular con-tact with them, ensuring that there are no surprises during the meeting. The deck itself should cover the critical points on a brief timeline, avoiding unnecessary details that have already been shared in advance. One common mistake is overloading the meeting with presen-tations from various functions like tech, sales, or development. It is tempting to showcase the value of these teams, but better would be to incorporate their inputs into the board deck instead of presen-tations. This saves time and ensures that the meet-ing remains focussed on the most important issues.

In the current digital era, many enterprises use board portals to create and share their board decks. These platforms offer several advantages: easy access to documents, real-time updates and the ability to include multimedia elements. However, they also come with their own set of challenges. One of the main issues is the temptation to over-load the deck with information. If a board member receives a 1,000-page board deck, he or she should assume that it is to hide a multitude of sins. 

When using a digital platform, it’s easy to add more and more content, but this can be overwhelm-ing for the board members and detract from the key issues. The goal should always be to communicate the most important information as clearly and succinctly as possible.

Here are some practical tips to create effective board decks:

Start with a clear agenda: Outline the key points that need to be covered, focusing on the most important issues. This will help keep the meeting on track and ensure coverage of critical issues.

Use graphics wisely: Visual aids can be incredibly effective in communicating complex data, but they should be used sparingly and with purpose. Ensure that every chart or graph adds value to the discussion.

Be concise: Respect the value of time for the board members and stick to the essential information and cut everything else.

Include a CEO introduction: This brief introduction must highlight the key deliverables and any other critical issues. This will help focus the
discussion.