Extract from Chapter 1 of Realpolitik “Eight Essential Aspects Of Small Company Boards” Essence 2 – The SmallCo Board Is Not A Small BigCo Board That Companies change over time is so apparent that it barely merits mentioning. However, its corollary – that the Board needs actively managing – can all too often be neglected. At inception when the Muse drops an idea into your mind you are the show of course. For substantive ideas you will need to build a team below you and a Board around you to help you nurture your tiny infant and grow it into a safe strong adult. SmallCo and BigCo
Extract from Chapter 1 of Realpolitik “Eight Essential Aspects Of Small Company Boards” Essence 7 – Cauldrons Of Emotion: Power! Betrayal! Plotting! Deceit! “On one Board a lifelong friend stabbed me in the back.” Boards are comprised of people not robots. This needs emphasising as Board-inexperienced folk can have far too much of a “bloodless” legal/regulatory concept of the Board. If the reality – that one side of the Board coin is “legals” and the other “realpolitik” – was accurately reflected then half the books and courses on the market would be about “emotions” not “logic”. Which they manifestly are not.Given that the Board
Extract from Chapter 1 of Realpolitik “Eight Essential Aspects Of Small Company Boards”Essence 1 – The Top Priority Is Growth And A Good Board Helps You To GrowStarting up is an act of creation that needs nourishing, it needs nurturing, it needs growth and feeding without which it will die. Regardless of which economic sector you are in, which country you are in, it all starts the same way. You have an idea. An idea about a product or service. An idea about a gap in the vast panoply of provisions already available. Naturally there are very few gaps in mature economies.