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 From https://techcrunch.com/2020/02/12/effective-board-members-create-value-for-startups : One of the analogies I often use for the role of a board is that of being a “mirror” to the management team. Entrepreneurs, by their nature, live on a roller-coaster ride that is matching their startup’s journey. Their perception of the business is often an amplification of the current state of the business. The highs are often more optimistic than the business might really deserve and the lows are often much lower than they should be. The board should reflect a snapshot of the reality of the business. All businesses, both the most successful and the somewhat troubled, involve a lot of sausage-making. There are aspects that are not working well that shouldn’t be brushed aside or ignored, but should be focal points of improvement. Conversely, when things aren’t going well, entrepreneurs can often be too critical of their own business. By placing things in the context of other experiences, the...

This LinkedIn post hurt 😅: The metrics they create for engineering help them convey to the board and to the other non technical department how engineering is helping the business move forward, how engineering is adding value. Not what the DORA metrics say without any relationship to what the company is trying to achieve. As a huge DORA fan, I am hurt that DORA is not the pinnacle of clarity that I want it be, especially since I have it on the deck I present the board each quarter. The fact is that Adelina Chalmers is right. The language of business is accounting and engineering performance should be ultimately connectable to bottom line impact. If it can't, there is a disconnect which will ultimately lead to a rough wake up call. So what can we use instead? A similar question was asked in the CTO Craft slack. Here is my take, straight off the top of my head (so probably still a bit rough). Considering that a C-Level/Board would be talking at the level of impact , we need to con...