The CEO’s report is possibly one of the most important ones in your board pack. Why? Because it answers the question “What’s on my mind?” — and what’s on the CEO’s mind matters to the board.
How might we unpack that question?
Here’s a suggested structure:
1. What’s on my mind?
First, as well as talking about what has happened (“looking back”), also have a forward lens (“looking ahead”) and talk about what is to come.
Secondly, make sure your report is unvarnished — and that means talking about what has gone well, as well as what has not gone so well. Explain why, and what you are doing about it.
Then, when it comes to looking ahead, talk about opportunities, risks, and what is keeping you awake at night.
2. What are the implications?
And then finally, net-net, what does this all mean? Does it require us to change our plan, or are we actually quite confident that we can deliver it?
Time-poor?
For the time-poor CEO who says “I don’t have time to write a CEO’s report”, my suggestion is: get whoever is holding the pen to interview you — and respond to the questions listed above.
This video is an excerpt from the Board Intelligence Academy, an online learning platform designed to inspire and illuminate your board reporting activity. Interested in finding out more about how Board Intelligence can help you to develop your board reporting? Get in touch.
