How to Finally Get the Value from Your Board You've Been Hoping For: Board Management Playbook by Josef Brunner

About this episode

The Board of Directors can either be a powerful instrument for company success – or a frustrating burden for founders. Josef Brunner, serial entrepreneur with four successful exits and currently Chairman of NutriUnited, puts it bluntly: "The CEO must actively manage the board instead of being managed by it."

Drawing from his years of experience as both founder and chairman, Josef reveals concrete tactics for strategically building your board and unlocking its full potential.

What Makes a Sensible Board?

Many founders view their board more as a necessary evil than a strategic advantage. Josef sees it differently: A properly composed and managed board can make the decisive difference for company success.

"A sensible board is diverse and complementary in its setup," Josef explains. This doesn't just mean demographic diversity, but especially different expertise and perspectives. While one board member might bring deep industry knowledge, another should contribute operational excellence from other sectors.

The art lies in finding board members who complement each other and together uncover blind spots you might have as CEO. An effective board functions as a critical sparring partner that challenges you while simultaneously supporting you.

Board Composition & High Performing Boards: The Fundamentals

Building a high-performing board starts with an honest assessment: What competencies are you and your team missing? What strategic challenges lie ahead?

Josef recommends taking a strategic approach to board recruitment:

• Expertise mapping: First identify the areas where your company needs support – whether it's go-to-market, internationalization, or specific industry expertise.

• Complementary personalities: Ensure board members bring different thinking approaches and working styles. A too-homogeneous board leads to groupthink.

• Active contributors: Look for board members who are ready to actively contribute – not just in meetings, but also between sessions with advice and connections.

Another critical point is the right size. Josef warns against boards that are too large: "Too many cooks spoil the broth. A board with 5-7 members is usually optimal for effective discussions and decision-making."

Structured Pre-Reads and Effective Board Meetings

The difference between productive and wasted board meetings often lies in the preparation. Josef swears by structured pre-reads – documents sent to all board members at least 48 hours before the meeting.

"The pre-reads should contain the most important KPIs, challenges, and strategic questions," Josef explains. "The meeting itself is then for discussion and decision-making, not for presenting numbers."

Effective board meetings follow a clear structure:

• Executive Summary: Brief overview of the current situation • Deep Dive Topics: 2-3 strategic topics requiring intensive discussion • Decision Items: Concrete decisions that need to be made • Action Items: Clear next steps with responsibilities

Josef emphasizes: "As CEO, you must control the agenda. You decide what gets discussed and steer the discussion in productive directions."

The CEO as Active Board Manager

Many founders make the mistake of letting themselves be guided by the board instead of actively leading it. Josef sees this as a fundamental error in thinking: "You as CEO are not just the managing director, but also the board manager. You must proactively orchestrate the board."

This means concretely:

Being active between meetings: Regular updates, individual conversations with board members, and involving them in important decisions outside formal sessions.

Communicating clear expectations: Every board member should know exactly what contribution is expected from them – whether in the form of expertise, network, or operational support.

Establishing feedback culture: Both giving and receiving constructive feedback should be part of the board culture.

Conclusion: The Board as Strategic Accelerator

Josef Brunner's experiences show: A properly built and managed board can become the decisive competitive advantage. It's not about appeasing or impressing the board, but using it as a strategic instrument.

"The best board is one that challenges you as CEO but simultaneously stands fully behind the vision," Josef summarizes. With the right members, structured processes, and active management, your board transforms from a necessary evil into a powerful accelerator for company success.

The investment in effective board management pays off long-term – both for the company and for your development as CEO.