Page 122 - Free Yourself From

Forming Your Own Board of Directors 105

Here’s what I mean:
Sally’s organization was about to be involved in a merger, but
she hadn’t heard anything about it. She was known as being an A
player within her division, but she had not taken the time to build
relationships outside of her small domain, so the executive group and
leaders in other parts of the organization weren’t at all familiar with
her abilities. When the merger came she ended up with a minor role
in the new company that carried less visibility, responsibility, and
influence than she’d had before.
Worse, the company filled Sally’s old job with a guy named John,
who had been involved with the merger discussions early on and who
had talked to a lot of people about the forthcoming changes, what tal-
ent the top executives were going to need, and who the key decision-
makers would be in the reorganization. John also scheduled time with
the top leadership to do a formal proposal about where he thought
he could bring value and align with the new company.
A key lesson from Sally is that it is important to reach out to oth-
ers to make sure they have information and they need about you.
John networked to get information and guidance he could use, but
along the way he also provided information that they needed and
that he wanted them to have.

Have Your Own Board of Directors

You’ve heard of the idea that everyone needs their own board of direc-
tors, or board of advisers, or kitchen cabinet, but such a group really
is essential. It helps you avoid a lot of headaches and mistakes, and it
helps you to get more out of your life and work. The members of my
board include my father, who is a fellow entrepreneur, colleagues in my
profession, and the trusted, long-time employees I rely on to keep
SHAMBAUGH running from day to day.
As I’ve grown my company, my board has complemented my
weaknesses by lending me knowledge or skills that I need from time