Many Entrepreneurs Pick the Wrong Advisors for Help



If you are a first-time entrepreneur entering a new business area, it’s usually worth your time to assemble an Advisory Board of two or three executives who have travelled that road before. But if you select the wrong people or use them incorrectly, the impact will not be positive for your company or your image.

For perspective, you need to remember that boards of advisors, unlike directors, have no formal power or fiduciary duties, but rather serve at the pleasure of you, the business owner. But they are not likely to stroke your ego or be cheerleaders. They need to tell you the truth about your business, good or bad.

Using them effectively requires real effort on your part. If you give and ask for nothing, you will get nothing. Used correctly, they will be your best advocates to investors and can save you from making major mistakes. Here are some tips on using your advisory board effectively:

  • Select people who complement your experience. If your experience is primarily technical, get someone who has built a business. If your business is too small for a CFO, get an advisor with heavy financial experience. If the business area is new to you, find someone who has lived it. Balance is best.
  • Be specific on help needed. If you’ve chosen your advisory board members carefully, you’re asking busy, successful people to carve even more time out of their schedule to help you. Let each one know how you see his/her expertise—it may be insight on trends, organizational advice or funding connections. Set a fixed term, such as one year.
  • Formalize the compensation. Most advisory board members sign up because they want to help you, not because of the compensation. Yet you should offer a small monthly fee and/or some stock options to show that you are serious about the position. If you want out-of-town members on your board, you should foot the travel expenses.
  • You need to drive to process. It’s smart to schedule a monthly Advisory Board meeting with a formal agenda as well as informal communication to keep everyone on the same page. Advisors can’t help you if they only hear from you once every six months. They expect you to initiate specific requests rather than having to ask for updates.
  • Respect their time commitment. For a business executive, nothing is more annoying than a poorly run meeting where the presenter is unprepared, rambling and wasting time. Make sure every meeting is facilitated well so that concrete action steps, deadlines and assignments result. Have someone take notes so that decisions are recorded.
  • Recruit the best for your real Board. Your Advisory Board is a precursor to your Board of Directors, a bit further down the line. This is your chance to test commitment, chemistry and contribution for that more formal position. It’s a great networking opportunity to expand your connections to include all of their connections as well.

On the other hand, if you find your Advisory Board is a burden on you, or if you find yourself hiding things from them, then you either have the wrong people or you are letting your ego get in the way. Members can provide a mirror so that you can see your company as experts see it. As long as you look in that mirror with eyes wide open, this will prove helpful.

If you are looking for someone to fill an operational gap or to do product design, it’s usually more productive to look for a partner, employee or consultant. These can help you when there is something you don’t know or to create what you don’t yet have.

If you use your advisory board to feed your ego or correct your mistakes, you will likely be disappointed. Worse yet, your image as an entrepreneur will be damaged. That will inevitably spread through networking across the business community. You don’t need that kind of help.

Reprinted by permission.

Image credit: CC by Martin Hricko

About the author: Martin Zwilling

Martin is the CEO & Founder of Startup Professionals, Inc., a consultancy focused on assisting entrepreneurs with mentoring, business strategy and planning, and networking.

Martin for years has provided entrepreneurs with first-hand advice, mentoring and business plan assistance as a startup consultant. He has a unique combination of business and high-tech experience, and executive mentoring and connecting startups with potential investors, board members, and service providers.

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