Sales results are always a top item on any board agenda. As a CRO, sharing your numbers and recent wins is par for the course. Hopefully, they impress. But boards want to know more. Numbers and a few anecdotes don’t dazzle.
Here’s what does:
In the boardroom, time is precious. Board members often have just a few hours to understand your last three months of work. Your job? To interpret the facts and help them grasp the business quickly.
Consider a simple example: You won more sales this Q3 than in Q3 last year. Fact is, they already know that. They saw the numbers before the meeting. The real question is: Why?
Did close rates or average sales price (ASP) go up? If so, that would tell the board you’re getting better and more efficient at go-to-market strategies. Or is it because you have more reps on the ground? That might mean you’re scaling well—if per-rep performance is consistent—or not, if per-rep performance is dropping.
A good board update doesn’t just highlight victories. It shows the board that you’re in command of the drivers of performance, now and into the future. When you can clearly explain why you're winning, you’re not just reporting success; you’re showing the board that you have a firm grip on what’s fueling that success and how to sustain it.
Boards want results—no surprises there. But they also want to know that the management team understands the key levers to improve the business going forward. That’s why, in the boardroom, sales leadership must present more than just the positive picture of their sales success.
They need to share what needs work. Hiding bad news only costs you credibility. That doesn’t mean turning the board meeting into a venting session or a chance to throw another exec under the bus. Instead, make it clear you know where the good and the bad lie in the business.
Focus on your function and ask: What do I need or want to fix to improve our results (and why)? A great sales leader identifies the issues and has a plan before the board even asks. When you show the board that you not only recognize the challenges but also have a plan to address them, you’re demonstrating strategic thinking and leadership—qualities boards love.
In a board meeting, you are sharing the achievements of your function, not yourself. It’s crucial to acknowledge the work your team did to make the magic happen. Recognize the contributions of other functions—like customer success —to your results. It’s good leadership to share credit where it’s due.
But keep it genuine and stick to essentials. Too much, and it feels like pandering. The board doesn’t need a commercial about how amazing your team is; they need to understand how your team’s work is driving the company forward. Genuine recognition of your team’s efforts shows humility and respect for their hard work, but overdoing it can come off as self-serving.
A good sales leader delivers results. A great sales leader—the kind who gets noticed by the board, the kind they can’t wait to hear from every meeting, the kind who gets the best opportunities in the company and beyond—does more.
They share what’s working—and why. They share what’s not working—and what they plan to do about it. They are generous with credit, but they don’t oversell their team. These are the sales leaders who can become the next great CEO.
If you want to elevate your presence in the boardroom, remember these three essentials. It’s not just about showing up with numbers—it’s about showing up with insight, foresight, and the humility to acknowledge both the wins and the challenges. That’s what will set you apart as a leader, not just in sales, but in the entire organization.