Adapt or Die — All Episodes /feeds/videos.xml?channel_id=UCnK_N8aKzD7N53wEeVcrlRg
Oct 7, 2026 · 1 min · 1 segments
This episode explains why entrepreneurs should assemble a board of advisors—trusted people who bring complementary skills and experience, often without being paid. Using a sports analogy, the host…
What, what I see in larger companies too, and, um, I think we touched on that earlier too, is have a board of, have a board of advisors and, and what that looks like, what I mean by that is not necessarily paid positions, but people you can go to, like, um...
I, I go back to sports analogies a bit, but having, um, y- you know, you're, you're a skilled player in a certain, in a certain area or a certain position on the field.
Having-- But you, you have to, you have to get, you have to get the ball down the field to make, to make a touchdown, and having other people, number one, who've done that, who've, who've guided teams to do that, but have skills in certain areas you don't.
Like, maybe you're great at the client communication and building, you know, the prospecting, building new, new clients, or you're the visionary person, but the, the CFO side of things or the accounting side, or making sure things are lined up for delivery, maybe that's not your strength, but you still have to do it as an entrepreneur.
Having those people you can re-rely on in the areas where you're not deepest is really important
What, what I see in larger companies too, and, um, I think we touched on that earlier too, is have a board of, have a board of advisors and, and what that looks like, what I mean by that is not necessarily paid positions, but people you can go to, like, um...
I, I go back to sports analogies a bit, but having, um, y- you know, you're, you're a skilled player in a certain, in a certain area or a certain position on the field.
Having-- But you, you have to, you have to get, you have to get the ball down the field to make, to make a touchdown, and having other people, number one, who've done that, who've, who've guided teams to do that, but have skills in certain areas you don't.
Like, maybe you're great at the client communication and building, you know, the prospecting, building new, new clients, or you're the visionary person, but the, the CFO side of things or the accounting side, or making sure things are lined up for delivery, maybe that's not your strength, but you still have to do it as an entrepreneur.
Having those people you can re-rely on in the areas where you're not deepest is really important