The VC firm I used to work at only took Board Observer spots, even in situations when we'd lead deals. The reason for this was essentially cultural (it was a c

The VC firm I used to work at only took Board Observer spots, even in situations when we'd lead deals. The reason for this was essentially cultural (it was a captive arm of a much larger company), but I still think Observer roles are OK even without external considerations. To me, the argument is that every new person you put in that room introduces this element - this is essentially an argument for smaller Boards, not that Observers are bad. Lookit, I refuse to believe that a Board Observer can really wheedle three other high-ego VC Partners to a terrible decision that they would otherwise have avoided. And if it can happen, then what's to say that the opposite can't happen - that the Observer doesn't save the company from a disastrous outcome? Selfishly, the opportunity to go to a few board meetings - both alone and with the partner - was great for me personally. I got a much better understanding of how to run a meeting, what's discussed, what materials, and what does and does not come up for a vote. I think that information had made me a better entrepreneur, because I get a much better sense for what's really important.