In this short segment of the Revenue Builders Podcast, we revisit the discussion with Bob Ranaldi of FTV Capital to unpack the delicate dynamics between CROs, CEOs, and board members. From managing expectations to avoiding pitfalls of dysfunction, this conversation dives deep into how CROs can approach board interactions with strategy, self-awareness, and alignment. Perfect for revenue leaders who want to strengthen executive relationships and drive healthy boardroom collaboration.
KEY TAKEAWAYS
[00:00:35] Understand the Board’s Purpose: CROs must recognize the board’s role in needs analysis and bringing strategic value—not just oversight [00:01:10] Diversify Board Experience: Great boards consist of varied backgrounds and expertise; avoid redundancy in experience sets [00:01:45] Root Cause vs. Surface Complaints: Before raising issues with the board, ensure the CRO and CEO have sought resolution together. [00:02:15] Bring Solutions, Not Just Problems: Leaders must shift from venting to proactive solution-building [00:02:50] Avoid Commiserating with Board Members: CROs should direct internal concerns to CEOs first, not the board—keep relationships clear and constructive. [00:03:30] Align Board Expertise with Department Needs: Strong boards mirror company functions, acting as mentors to department leaders when the CEO is confident and secure.
QUOTES
[00:00:55] "The board needs to do a needs analysis… making sure you don’t have redundancy in experience is really important." [00:02:00] "If you’ve got a problem and you’re not thinking about a solution, then you’ve got to look in the mirror." [00:02:50] "If you're bringing something to me that looks like you don’t have a solution, you’re just complaining." [00:03:50] "The really good CEOs bring in board members who can act as mentors aligned to each function. [00:04:15] "For that to work, the CEO must be very secure in their job."
