Practical manual
Set clear responsibilities, keep track of risks, and check the decisions only an owner can make.
Quarterly company review Business Coach vs Board of Directors
Keep a written account of the company’s performance, risks, spending decisions, and work you have postponed. Review it with someone who can question your conclusions.
Use financial reports and operating information you can verify.
Set a regular review that fits the business.
Agree what the reviewer can see, their responsibilities, and confidentiality terms.
This exercise does not replace directors’ duties, company documents, or legal advice.
Summarize performance, changes, and the decisions that need attention. Include the numbers behind the account.
List the risks, likely consequences, responsible person, and the action to reduce each risk. Explain how you assessed them.
Write why you approved, rejected, or postponed a significant investment. Include alternatives, assumptions, and what you will check.
Explain what you handled well, what you delayed, and what you need to change. Keep it separate from the company’s performance summary.
Choose a qualified person whose interests and confidentiality obligations are clear. Ask them to challenge the evidence and the unanswered questions.
Save the documents, questions, and agreed actions. Begin the next review with the actions that remain unfinished.
A personal review process is not a board of directors. Formal governance duties depend on company documents and applicable law. Use qualified legal advice when establishing or changing those arrangements.
Business Coach vs Board of DirectorsMonthly coaching, one focused session, or quoted work. Scope and fees are agreed before work begins.
See work options$1,500/month 1:1 business work · Ask about your situation
