Author: Jonathan W. Pritchard

When your position with the board feels uncertain, separate observable concerns from speculation and prepare a direct performance-and-mandate discussion. ...

Bring examples of conflicting instructions to the chair and agree on an appropriate operating channel. Preserve legitimate oversight while asking qualified...

Bring a new director into productive discussion by giving them the same current evidence, unresolved assumptions, and operating constraints the board uses....

Make a board presentation lead to a clear decision by stating the requested choice, authority, alternatives, and recommendation at the start.

Map what each board member, investor, or partner expects and what they can authorize. Separate operating alignment from formal rights, and route fiduciary,...

After a partner breaks an important promise, verify the obligation and consequence before expanding further commitments.

Divide operating decisions by actual roles, name consultation requirements, and set a route for unresolved disagreements. Have counsel handle ownership rig...

Discuss unequal co-founder effort through visible commitments, work requirements, and each person’s account of contribution.

Begin with the relationship and operating problem you need to address, then agree on counsel-led next steps. Avoid making promises about equity, valuation,...

Address co-founder disagreement about company direction through a shared assumptions review and a bounded test where feasible.