How to Run an Advisory Board that Delivers Real Value

You've built it - now here's how to make it matter ...   

By now, you’ve recognised the value of an advisory board — and maybe even started building one. But there’s a trap here. 

Plenty of boards are created with purpose… and then slowly drift into “interesting conversations” that never quite lead anywhere. 

Good people, good intentions — but no momentum. 

Running an advisory board that works isn’t about having the best snacks or the smartest people. It’s about using the forum well. That means structure, leadership, and a bit of discipline — without making it feel like a board meeting from a listed company. 

Here’s what makes the difference: 

1. Set a clear agenda — and stick to itA great advisory board meeting isn’t a casual chat. It’s a working session. The agenda should be clear, sent in advance, and focused on the real issues at hand.That doesn’t mean you over-engineer it — but it does mean starting with the decisions or insights you need most. Ideally, one or two big questions per meeting. Not ten.When board members know where to focus, they come prepared to contribute — not just comment. 

2. Make room for challenge (and vulnerability)If you’ve built the right board, you’re not going to agree with everyone. That’s the point.Create a space where tough questions are welcome — and where disagreement is productive. Push back doesn’t mean conflict. It means you’re getting value.And here’s the other side of that coin: be willing to be vulnerable. You don’t have to have all the answers. In fact, that’s exactly why you have a board. The more open you are to challenge and new perspectives, the more useful the board becomes. 

3. Follow through — and stay accountableThe biggest killer of advisory board momentum? Lack of follow-up.If the same issues show up quarter after quarter, and no decisions get made, people stop showing up with energy. Or worse, they stop showing up at all.Close the loop: share what actions were taken, what worked, and where you need fresh input. This creates accountability — and signals that their advice matters.And here’s something many CEOs miss: use the board to hold yourself accountable. Not in a formal or uncomfortable way — but as a gentle discipline. If you say you’re going to do something, tell them. And then do it.It’s a powerful nudge toward follow-through. 

4. Keep the rhythmQuarterly works well for most mid-sized businesses. Often enough to be relevant, spaced enough to give room for progress.Don’t cancel unless you absolutely have to. Momentum matters, and so does continuity. And if the board does go quiet for too long, treat the next meeting like a reboot, not a resumption.  

5. Use the board between meetingsYour board isn’t just a quarterly event. The best CEOs use board members as sounding boards throughout the year. A call here. A second opinion there.When you build the relationship well, the value extends far beyond the meeting room. 

And if you need help running it — that’s where I come in.Some CEOs want help setting the agenda, chairing the meeting, or bringing discipline to the process. Others want a peer in the room who’s walked the road before — and isn’t afraid to ask the hard questions. 

I do both. 

If you’ve built a board — or want to — and want to make sure it delivers on its potential, let’s talk. 

Until next time,

Andrew