What do you do if your board of directors is not aligned with your strategic vision?

After understanding the board's concerns, consider these important questions to bridge the gap. How can you demonstrate the potential long-term benefits of your strategy to the board? What compromises or adjustments can be made to align your vision with the board's insights? And how can ongoing communication be established to ensure mutual understanding and progress tracking? These questions aim to foster a collaborative environment where both your vision and the board's perspectives are valued and integrated.

Incorporate the Japanese principle of "Genba" aka "go and see" — inviting board members to directly experience investment ventures. By facilitating firsthand encounters with portfolio companies, technologies, or markets, board members gain deeper insights and understanding of the investment landscape. This immersive approach enhances their ability to make informed decisions, fosters a stronger connection to the investment philosophy, and aligns their perspective more closely with operational realities, ultimately enriching strategic discussions and decisions.

In my experience engage them to shape your strategic vision as final outcome.Start with a building thought setting framework to form strategic vision and work towards it as team outcome.Consider interest of board of directors to go along that framework.

Following this strategy, a practical step is organizing workshops or strategy sessions where board members can collaboratively discuss and refine the strategic vision. This inclusive approach ensures everyone's viewpoints are considered and integrated into the final plan. Additionally, implementing a regular feedback mechanism, like surveys or informal check-ins after board meetings, can help gauge the board's alignment with the strategic vision over time. These actions not only promote consensus but also foster a culture of open communication and mutual understanding within the board.

If you are faced with misalignment between your strategic vision and the Board of Directors, it can lead to challenging and sometimes acerbic situations, but it's essential to address it proactively. Here are my recommendations: Understand the Disconnect: Take time to thoroughly understand why the board's perspective differs from your strategic vision. Is it due to differing priorities or interpretations of market conditions? Communicate Your Vision: Clearly articulate your strategic vision to the board, emphasizing your rationale and potential benefits for the company. Seek Common Ground: Identify areas where your strategic vision aligns with the board's goals or where compromises can be made without sacrificing your vision's core.

It's always better to be a vitamin than a pill. Ideally, you would have chosen a board that aligns with your strategic vision so you wouldn't be having this problem in the first place. There may be disputes as to the tactics (how) to fulfill the strategic vision but choosing board members in the first place that align is crucial to less headaches and money in the future. But assuming the board is already in place, there is going to be a LOT of conversations to be had. And if those conversations don't work, you need to consider if it's time to part ways with that Board member or members (if legally possible and it makes sense if they are on the cap table). Best of luck! Ya'll stay safe in these VC streets!