July 20169 While I don't have a preference for going through intricate details or processes (my HBDI profile is highly skewed to the top right or `yellow' quadrant of my brain), that isn't to say that I don't care about the details or the metrics in a presentation - I do. The trick is delivering the right sort of metrics. When a Technical Lead talks to me about sprint `burndown', I want to know what's been shipped and how these deployments add value to our customers. I also want to know what's forecasted to be completed and when - so we can share progress, bug fixes or new features with current or potential customers. What I want to know above all stems from what Verne Harnish teaches: Who is doing What by When - Who is accountable, and when can I expect to see it completed or the next stage deployed.If you're delivering a lot in each sprint but not making progress when it comes to the product strategy, this can also show me you're team is suffering chronic scope-creep (or is under-resourced). To a board member this can mean that business strategy or direction is lacking, and you're trying to solve too many problems. Or, your team isn't sure which problem they should be focusing on...which begs the question of leadership and how important it is to the team's growth.I would rather my leaders be honest about their numbers because it means I can ask questions and provide direction based on real information, and not what they want me to know about business performance. If I don't have visibility of spend vs ROI, the number of defects found and who it is affecting, the number of customer support requests coming in and how long we're taking to solve them, then how do we build the right product for the right people at the right time? Which leads me to another point; don't be scared of questions. A good director knows they need context before offering direction. A good reporter asks questions to explore a topic in greater depth. Those questions aren't a personal attack on you or your work (or at least they shouldn't be); they're an opportunity to explain the thinking behind your decisions, and an invitation to flag risks or issues that wouldn't be visible to a board member who isn't working with your people day in and day out. It is completely common for a director to ask challenging questions, but remember that your role at these meetings is incredibly valuable; you're providing insight we might not otherwise have. If you're unsure of what to focus on, take a step back and ask yourself what the purpose and priorities of the business are at this time. The common thread in all of this is why does this matter to the people listening? If you're not answering that question, you'll land yourself in trouble. As an example, I am a non-executive director for two companies. Both provide an online offering, but they are completely separate businesses, with markedly different products (one is an online gift and experience retailer, the other provides employee recognition SaaS), delivered to different target markets. As such, I expect the tech leads to report different things at their respective board meetings; one business has been around for 14 years, and the other has been around for just over a year, so the funding, growth strategy and team priorities are markedly different in each business.What is going on that is affecting your business right now? What are the achievements, risks and issues you and your department are facing that will impact your customers and your ability to deliver to your business strategy? If you can answer these questions - in plain English - then you're well on your way to getting your audience onside. I would rather my leaders be honest about their numbers because it means I can ask questions and provide direction based on real information
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