In the course of pulling together board evaluation proposals for our clients, we are often asked to provide further information or answer specific questions. We cover many as part of the proposal (e.g. details of our process, our team, or where our work has added value in the past).
Here are some of the other questions we get asked:
How do we manage project risks?
We have extensive experience delivering similar board evaluations and have established methodologies that ensure high-quality, timely delivery. Any minimal risks (such as scheduling changes) are effectively mitigated through close client communication, detailed planning, and being flexible should your circumstances and timing change.
The main risk is the non-availability of those we need to meet during the timeframe; in practice we rarely find this a problem but it can be mitigated through good liaison between us and the Company Secretary (and a bit of nudging from the Chair in extremis).
We mitigate key person risk by including two senior, experienced reviewers. Depending on the size of the project, this may mean two are directly involved. In others it will be one lead review plus a Quality Assurance reviewer – who can step in if necessary. Not only does this manage the risk of non-delivery due to illness (or other incapacitating events), but it also allows for cross-challenge and eliminates the risk of possible bias formed by one reviewer.
How do we stay up to date?
We ensure our teams remain at the forefront of best practice and evolving standards in board effectiveness through a number of proactive measures. We closely monitor changes to governance codes and regulatory developments, and we regularly work with boards across a wide range of sectors, giving us real-time insights into emerging challenges and practical solutions.
As an approved provider accredited by the Chartered Governance Institute (CGI), we are held to high professional standards and continually update our approaches accordingly. We also attend and contribute to governance conferences and events, and we host and run webinars to share practical insights on current issues and evolving expectations in board practice.
Beyond monitoring, we actively help shape best practice by advising boards on how to adapt to changes and by facilitating conversations among governance leaders about what works in practice. This combination of hands-on board work, professional accreditation, and thought leadership ensures our team stays fully up to date and continues to set the benchmark for effective governance. We are proud of our thought leadership in the board effectiveness field: our monthly eBulletin is valued for its practicality and innovative thinking.
What do our reports look like?
Providing an example of a typical report is not straightforward: we put a lot of emphasis on making sure that each report is about each individual client, i.e. about you and your board. This means that our reports vary in length and structure. However, they will always have some consistent features:
- An “Overview” of, typically one to two pages which highlights the main conclusion(s) and our top suggestions for the Board to focus on (usually some four or five priority action areas).
- An expansion on the main suggestions and also narrative on other points that we have wanted to include (typically some six to eight pages).
- As an appendix a “List of Suggestions”, typically with our suggested prioritisation. A board typically takes this as their basis for an action plan having discussed and agreed on next steps and priorities.
- Typically the report is a Word document in prose. The sections add up to a report of some 12-15 pages. And we always aim for readability through practical, easy to read language: we know that the report has to work at board level. Except when specifically requested or for a particular reason that we agree with you, we avoid PowerPoint reports as it is important that the explanation is built up in clear and flowing language and works well as part of the Board’s pre-read. For public sector bodies, we are conscious of FOI obligations and we will discuss with you how best to structure the report to anticipate these requirements along with your commitment to transparency.
- We discuss the draft report with the Chair. At the Chair’s discretion, the Company Secretary might attend that meeting. The final report will be discussed with the Board.
- We help you to plan any agreed development steps and keep in touch with you.
What follow-up support do we offer?
We provide follow-up support after the final report is delivered—because we believe the real value of a board review lies in what happens next.
Our aim is to help the board take forward the findings in a way that’s practical and achievable. That might include:
- A session to help the board or committees prioritise and plan next steps
- Follow up calls (if required) with individual board members to discuss any aspects of the report
- Further conversations with the Chair, Company Secretary to support implementation
- Review of the board evaluation disclosure in the Annual Report and Accounts
- Light-touch check-ins during the following year to reflect on progress or adapt plans as needed
- Access to the Thinking Board® Evaluator questionnaire as a basis for your internal review in the year following your review.
We’re also on hand as a sounding board for any questions that arise, whether linked to the review or as part of broader board development.
In short: we don’t just deliver a report and disappear. We stay connected and supportive, offering proportionate input that fits around your ways of working.
We often also provide support for your internal review on year three of the review cycle. There are various options depending on the depth and scope, so as a result has differently priced packages.
How do we ensure the right engagement with busy board members?
Ensuring the right engagement with board members starts with a clear, respectful process where we communicate openly and work flexibly around their schedules. We also explain the purpose and value of the review upfront. Often, after we have completed the first few interviews, board members find the experience more engaging and enjoyable than they expected, and positive feedback naturally encourages others to participate fully. This word-of-mouth helps build momentum and underscores the value that comes from their engagement.
We provide a template email which can be shared with individuals partaking in the review. This helps them understand the context of the review and how we intend to use the interview time, including topics we will cover. A brief questionnaire is completed by interviewees before the interviews, which also helps to engage them in the process.
How do we ensure board members are comfortable and candid?
Our approach is:
Confidential: We make absolutely clear up front that our interviews are entirely confidential, and we are very careful not to attribute comments to individuals in our report.
Forward-looking: We make clear that our reviews are very much not about finding fault, or simply driven by compliance. Rather, they focus on identifying opportunities to enable the Board to work better in the future to support the needs of the organisation.
Collaborative: We are not there to “do” the board review to you, but to work together closely throughout the process.
Attuned: We take time to understand the organisation and the dynamics of your board. We understand that boards are complex social systems, and we stay attuned to any sensitivities within your unique context.
Tailored: While we have areas we like to cover in our interviews, we are keen listeners and always focus on what is important to the person we are speaking to, allowing the conversation to flow naturally.
Experienced: We have vast experience in conducting board reviews and interviews and are therefore able to make people quickly feel at ease in our discussions.
Our clients genuinely appreciate the considered approach that we take. Clients often remark that interviews go much faster than they anticipated and frequently tell us they have divulged more than they intended! Many find the conversations cathartic.
How do we maintain our independence?
Firstly, we pride ourselves on our independence. We cannot afford to be judged as anything other than independent, so we guard it tightly. Even when, very unusually, we come under pressure.
But of course we take steps to implement this approach, rather than just relying on mindset. We have two lead reviewers involved on a review – either in full or written one as Quality Assurance. This helps ensure that we are fully guarded against individual bias. Each partner will bring their own experience and perspective and will challenge each other’s assessments. And if we do come under pressure, we always consult.
We operate an internal Quality Assurance (QA) process. This process involves another IAL partner, who has not been involved in the review, rigorously reviewing and discussing the report with the review team. This “fresh pair of eyes” review provides another opportunity to challenge assumptions and consider different points of view, and also provides additional expertise from another highly experienced board reviewer. The result is a final report that is not only thorough but has been stress-tested from multiple angles, which should give the Board full confidence in our independence and objectivity.
Lastly, and as a final resort, should we feel we are coming under pressure to change our report and findings, we will resort to the Chair. If it is the Chair who is applying undue pressure, the Senior Independent Director. This happens extremely rarely as few people involved in board reviews are prepared to inappropriately influence an independent reviewer. Also, in such situations, we use our experience to explain why we have said something and to put it in the context of a forward-looking review: this is invariably sufficient to overcome any concerns that might be positioned in a way that is seeking to influence outcomes.
How do we maintain confidentiality?
Confidentiality is critical to what we do. As professional advisors, we understand what maintaining confidentiality means and apply safeguards rigorously alongside our professional standards. As this is part of our culture and professional ethos, other specific processes are supplementary.
Our reports are only sent to the named person who is the sponsor of the review – typically the Chair. We only provide a copy to others (e.g. to the Company Secretary) if specifically authorised to do so, in writing, by the Sponsor. Our final report is sent to the Company Secretary for wider distribution in the board pack only once we have been told by the Chair (or other Sponsor) that it is agreed as final.
Our reports are sent securely with a password provided separately and only to the person we are instructed to release the report to.
Our systems are protected through the normal high levels of access security. Procedures are in place regarding office access, closure of PC screen and secure disposal of confidential documents.
All interviews are confidential.
We never quote individuals in our reports.
Non-disclosure agreements are included in all employee contracts at IAL.
We process very limited client data (e.g. names and email addresses), and all data is handled in accordance with our Data Protection Policy, which is available on request.