Making your board review count

A board review ought to be one of the most useful steps in the board calendar. That doesn’t always make it one of the most eagerly anticipated. For some directors, it can feel like a governance requirement to be got through, ideally with no disruption and no surprises. For others, it is a chance to say what they have been thinking for a while – provided anybody is willing to listen.

Done well, a board review helps the Board work out how it can make a stronger contribution to the organisation’s future success. It should not simply describe how the Board has performed in the past. The real value comes from looking at what you’re trying to achieve, what is changing around you, and how you need to operate if the Board is to add value.

Done less well, a long report follows an uninspiring process, a few familiar observations, and an action plan that quietly expires somewhere between the next agenda pack and the following year’s internal review. So, how do you make sure the exercise is worth the time and money invested? And what should you avoid?