What High-Performing Boards Do That Others Don’t with David Jones

All right, recapping with Reid.

Boy, David had a lot to say there and such good stuff.

What are your three takeaways, Reid?

David tries to find people who have both a unity of a passion and competence, uh, to lead the organizations that he funds or is involved with.

Yeah, it really makes a lot of sense.

He articulated that very well.

Number two.

There, it's extremely important for the board to remain objective.

I- in terms of that, he means, like, th- they can be the counselor or that voice of reality for leadership, and sometimes they are the ones that can actually call out that mission creep because they are not in the organization every single day.

They can see it from a higher point of view than the leadership can.

And wasn't that interesting? So that's obviously a problem even on the for-profit side where people will get into the business beyond governance.

I just thought that was really interesting.

And number three.

I thought it was interesting, um, he talked about the compliance demands of receiving government funding and then s- putting a spin on-- We've heard so much of the, the negative aspects of losing your government funding, but putting the positive spin on it that you lose those compliance regulations as well, so maybe you can do more with less without having to comply with those extreme levels of, um, without having to comply with all of those regulations.

Yeah, that's interesting.

I didn't think about it that way, but that was an interesting interpretation.

So there you have it, ladies and gentlemen, recapping with Reid, his three takeaways from our conversation with David Jones, and we will I 501 see you next time.

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