A while ago, I was catching up with the CEO of a mid-sized business. His business was growing steadily but wrestling with some underlying challenges. As we talked through a few of the issues, I asked whether he had ever considered forming an advisory board.
His response was familiar: “Absolutely, it’s something I know I need to do. Just not right now. Too many things going on”.
Fair enough. But the thing is… those “things going on” haven’t gone away. In fact, they’ve compounded. And he’s still working through them - alone.
Most CEOs and owners like the idea of an advisory board. They get the value.
It’s a forum to get seasoned input on strategy, growth, succession, and whatever’s keeping you up at night. It’s a place to be challenged - constructively - by people who’ve been there.
And it's one of the few ways to get advice that isn’t filtered through internal dynamics or investor bias.
But despite all that, it rarely feels urgent. And so it doesn’t happen.
One reason many hesitate is the misconception that building a board means giving up control. It doesn’t.
There’s a key distinction:
Which means you, as the CEO, keep full control while gaining access to people whose only job is to help you make better decisions.
The truth is, running a business can be lonely. You’ve got people all around you, but very few who aren’t somehow tied to the outcome. People who will tell you what they think you want to hear. Or, more often, say nothing at all.
That’s why advisory boards matter - not as a nice-to-have, but as a critical part of good leadership.
The best boards don’t just give advice - they help CEOs see around corners, pressure test big ideas, and stay focused on what really matters. They bring new ideas, expand your thinking and act as ambassadors for your business. They create space for clear thinking and better decisions.
And perhaps most importantly, they’re built before you desperately need them.
If this has been on your list for a while but keeps getting pushed back a quarter, you’re not alone.
But if the timing is never quite right - maybe it’s time to stop waiting for the “perfect” moment. I help CEOs and owners set up advisory boards that actually add value. I can help you run them. And where it makes sense, I can contribute directly as a member.
It doesn’t have to be complicated, but it does need to get started.
See you next time when we’ll talk about actually building an Advisory Board.
Andrew
/kcl-goes-green/HeaderLogo-60x300-ID-e065fb7a-094d-4fc6-d8c1-f4f88e7523f5.png)