A CEO Green / Yellow / Red Report should accompany any Board meeting packet. It should be delivered to the Board privately. It is NOT for broader management consumption, nor other team members. It is for Board Members + CEO Only.

The report should be discussed privately live, pre-Board meeting and set the tone for the meeting - how is the CEO feeling, what areas need focus? Delivered well, it should direct the Board to where they should focus during the meeting. 

Greens = positives and areas that are going well

Yellow = complexities, or potential future issues

Red = challenges, areas that need work and focus

Should focus on Product, Finances, Sales, Strategy, and People. Review the report to make sure you're covering these key areas.

Will be transparent, no hiding the ball. Reds are most important to discuss.

Will clarify the CEO's opinion, and usually accompany a suggestion or recommendation.

Creating drama with other execs. If there is a challenge with someone on your team, you may help the Board understand the challenge and ask them to work with you to address effectively in the meeting. But the minute you state that an exec is not good, or not a culture fit, the Board will lose confidence and it will be hard to gather it back.

Sugarcoating. This is an important moment to build trust with the Board and set the tone of the meeting. Leading is never easy, and being open and transparent will enable you to work with the Board to deliver outcomes.

Dave Balter

I include a one-page report like this in every Board meeting packet to set the tone and drive effective discussions. A good CEO report will accomplish more than the Board meeting itself – an aligned board creates a healthy company.

Whole team, board and investor group came together to win this one.  Was a game of tennis at the end (play really well…and wait for the other person to screw up).  Proud of our ecosystem; it’s been only a few weeks, and she’s very analytically minded, knows how to drive action, team loves her.  Fantastic add to our leadership squad.

Collecting requests, structuring bounties, launching to community, pay outs, etc.  This is a very complex process that we’re on top of and are getting better and better at.  We’re starting to hand more and more of this off to the community which will feed the dividends of scaling the organization.

We continue to fund the evolution of the business largely off treasury management.  We have fully structured the Treasury Committee and [Exec] is doing a great job ensuring assets are managed well.  Yes, we have continued recommendation shifts each board meeting – the space is moving fast, we are learning, and we have to be comfortable with some adaptation along with it.

The Achievement of the Uniswap Governance Pitch.  

Hard to put into green without winning it, but close… probably tennis ball-yellow.  We recently adapted our values to include “achieve”, which is not solely about ‘success’. We achieved: we transformed Flipside’s identity, helped drive the industry forward, inspired ourselves and set ourselves up for several great customer outcomes [including another go at Uni should we want that].

Discord and our community of rabid analysts continues to grow, nearing the 3,000 mark.  It’s still small but growing well and we have strong metrics supporting their activity levels.

Both are moving more and more into non-managerial roles, focusing on their leadership and specific areas of expertise.  This is healthy for the business as they are not ‘trained’ managers, and while they’ve grown well, the team requires more managerial oversight.  They both are enthused to get back to ‘building and leading’ vs. ‘managing’; this has been a work in progress with our exec coach, Bob Radin.

We have transformed our hiring process and have been identifying talent and adding bodies at a tremendous pace.  There is risk related to fast vs. perfect, possibly a higher rate of talent failure and cultural dissonance.  The analytics group especially has seen significant talent expansion.

  There is a crux of an issue that still exists between tech and product.  We have a leadership gap which has elements of [Exec], VP Eng, and [Exec].  [Exec] is working on, although seems to just be realizing the depth of the complexity; he is ‘on it’ and I believe he is.

  We’ve had some nasty speedbumps happening across the data pipelining/delivery org.  Some of this is related to ‘new’ team members in analytics just getting up to speed – previously most of this would be solved by Jim jumping in and ‘coding through the pain’ - and some related to poorly managed processes/planning/communications etc.  As a team we have not (yet) embraced a philosophy of being 100% responsible to the delivery we agree to, and still get ‘surprised’.

  While we are performing ‘well’ executing on nuts and bolts, we require different strategic leadership here.  We have agreed to a plan that sets in motion a ‘build foundation’ while we aim for the next path.  That plan may be moving too slowly and we have work to do to move fast to action.

CEO Report to Board at Flipside Crypto

CEO Report: Green/Yellow/Red

Green

Yellow

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