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Our board effectiveness model

A clear framework to evaluate performance and track effectiveness

We measure your board’s performance against our tried and tested 12-part model for board effectiveness to provide a comprehensive performance assessment. From there, we identify and prioritise the areas that matter most to your board’s future success. Working closely with you, we ensure our findings translate into a practical, tailored development plan that supports meaningful progress. 

The most effective boards are engaged early in the development of strategy, not simply asked to approve a finished product. Executives should bring forward clear options, alternative scenarios, uncertainties, and projections to support meaningful debate. Once the strategy is set, strong Boards maintain oversight by tracking delivery against defined milestones and KPIs, and by understanding how management is responding to emerging events and changing conditions.

Questions we might ask:

  • Is the strategy clear to everyone?
  • What role does the Board play in the development of strategy?
  • Are there clear KPIs in place to help the Board monitor its implementation?
  • Does the Board share a common view of what long-term means?
  • How well does the Board balance risk and opportunity when it comes to strategy?
  • Does the board have enough time to think about market disruptors and developing trends which will impact strategy?
  • Is strategy an integral part of board discussions or is it only discussed annually?
While the CEO and their team are responsible for running the organisation, it’s the Board that appoints, and if necessary, replaces them. The Board plays a vital role in setting clear expectations, assessing performance, providing constructive feedback, and ensuring remuneration is fair and aligned with delivery. Succession planning for key executive roles is also a critical part of the Board’s responsibility, helping to build resilience and maintain leadership continuity over time.

Questions we might ask:

  • Does the Board have a clear picture of management succession and of Executive training and development?
  • Does the board have sufficient visibility of management below the ExCo?
  • Does the Board have the opportunity to get to know senior management both informally and formally?
  • Is the messaging from Executives consistent across the ExCo?
  • Are the expectations of the CEO clear and how is their performance monitored?
A core responsibility of any Board is to oversee how the organisation’s finances are planned, spent, and reported. This includes scrutiny of budgeting, forecasting, and overall financial health. It’s a technically demanding area, typically led in detail by the Audit Committee but the full Board must remain closely informed and confident that the organisation’s finances are being well managed and resilient over the long term.

Questions we might ask:

  • Are finances well managed and reliably reported?
  • How does the Board assess the strength of the finance team?
  • Are the internal auditors doing a good job?
  • Does IA have the right status in the organisation?
  • Does the AC have the opportunity to hear from IA and EA without the presence of management?
  • Does the Board monitor the performance of IA and EA?
The Board isn’t the final line of defence but it must be confident that robust systems and controls are in place, and that they’re working effectively. While the Board’s visibility across the organisation is naturally limited, its accountability when risks materialise is significant. That’s why overseeing the strength and effectiveness of risk management processes is a central part of the Board’s role.

Questions we might ask:

  • Does the Board understand how the risk management framework operates in practice?
  • What do you feel the key risks of the organisation are?
  • Do you feel these are sufficiently discussed?
  • Are risk discussions sufficiently strategic?
  • Is the Board too risk averse?
  • How does the Board get assurance that the big things are under control?
  • How often does the Board conduct horizon scanning exercises?
  • When considering the risk register does the Board give enough consideration to the wider implications of individual risks?
  • Does the Board understand its role if a significant incident were to occur?
Non-executive directors need a clear understanding of how the organisation’s culture and values support its purpose and strategy. This involves hearing directly from the executive team and reviewing key indicators such as staff surveys, turnover data, and engagement metrics. But it also means stepping beyond the boardroom: NEDs should spend time connecting with people across the organisation to gain an authentic view of the culture in action.

Questions we might ask:

  • Does the Board focus enough on culture and behaviours in the organisation?
  • Does the Board have a clear idea of the culture it wants?
  • How well do our people and behaviours impact on our strategy?
  • Do we have a clear idea of the skills we need to achieve our strategic objectives?
  • Does the Board have the opportunity to meet staff on a regular basis?
  • Does the Board and ExCo set the right tone from the top?
  • Does the Board receive the right information on its people and culture?
  • How often does HR or the CPO update the Board on culture?
There’s growing recognition that long-term success depends on a business creating value for society, not just for shareholders and regulators. Boards are expected to consider a broad range of stakeholders, including employees, customers, suppliers, and the wider communities the organisation affects. This means actively listening to these voices and weighing their interests in decision-making. It also includes clear oversight of how the organisation is progressing against its ESG commitments.

Questions we might ask:

  • How does the Board deal with conflicting stakeholder priorities?
  • Does the Board understand its stakeholders and their relative importance?
  • Is the customer voice brought into strategic decision-making?
  • How are ESG considerations integrated into wider strategic decision-making?
  • Does the Board hear enough from shareholders?
  • How does the Board satisfy its regulatory considerations without the regulatory tail wagging the business dog?
The size and makeup of a board have a significant influence on how it works and what it achieves. Boards need to actively consider whether they have the right balance of experience, including sector knowledge, financial expertise, and diverse perspectives, to support strong governance and future resilience.

Questions we might ask:

  • Does it have the right composition, skills and size, both now and for the future?
  • What skills are missing?
  • Is the Board the right size?
  • Does it have the right balance of Executives and NEDs?
  • Does the Board have the right diversity of thought around the table?
  • Are you sufficiently planning for NED succession?
  • Is the Board planning for the future in terms of the skills it is recruiting?
A board works best when everyone actively joins in meaningful discussions and the meetings are well-led. It’s important to listen to different opinions before the board agrees and makes decisions. Good directors ask thoughtful questions and challenge executives in a positive way, and executives appreciate their feedback.

Questions we might ask:

  • Does the Board have sufficient informal time together to build relationships?
  • How well does the Board get on together?
  • Does the Board do a good job of not straying into Executive territory?
  • Do you feel there is the right level of trust and openness to share things when they are facing problems?
  • Is there an opportunity for everyone to speak?
High-quality board information is critical to effective decision-making. When done well, it provides a clear, forward-looking view of the organisation, enabling directors to form informed opinions and ask the right questions. Poor or unclear information, on the other hand, can obscure key issues and lead to missed opportunities or risks being overlooked.

Questions we might ask:

  • Does the Board get high-quality information and support?
  • Do the papers tell the Board what they need to know?
  • Do they act as a good pre-read?
  • Is there sufficient analysis or is it just data?
  • Are the papers the right length?
  • Is it clear what the key points are at the start of the paper?
  • Is the CEO report structured around the key objectives of the business?
  • Is the purpose of the paper clear?
Even minor issues can disrupt a board meeting but with the right preparation, they’re easily avoided. Thoughtful agenda planning, reliable technology, and the right meeting environment all contribute to smoother discussions and more productive outcomes. These details matter when making the most of the expertise around the table.

Questions we might ask:

  • Are the right people in the room at the right time?
  • How effective are discussions (virtual and in-person), and how well does the Chair lead meetings?
  • Are meetings the right length?
  • Is the cadence suitable?
  • How well does the technology support online attendance?
  • How effective is the Chair at managing the meeting and making sure all voices are heard (and curtailing voices when going down rabbit holes)?
  • Does the agenda ensure that key issues are given enough air time?
Strong committees are essential, as they handle much of the Board’s formal work. To do this well, they need clear roles, experienced non-executive directors, and the right support. Good coordination helps them keep the full Board updated, avoid overlap, and make sure nothing gets missed.

Questions we might ask:

  • Are committees operating effectively and linking up well with the Board and with each other?
  • Do the committees add value?
  • Do they have the right skills?
  • Are members given sufficient training, particularly in specialist areas?
  • Is there enough support from advisors?
  • Do you have the right number of committees?
  • Is the flow of information from committees to the Board working so that issues are brought in a timely manner?
  • Are delegations to committees appropriate?
  • Are the responsibilities of the committee clear to members?
  • Are they chaired effectively?
Effective boards don’t stand still. They make a conscious effort to stay relevant, aiming to support and challenge executive thinking, not just meet compliance requirements. Chairs and NEDs seek regular feedback, avoid falling into routine, and adapt to the evolving needs of the organisation and its environment. Continuous learning and development are central to staying effective and adding long-term value.

Questions we might ask:

  • Could the Board improve its training and development?
  • Is the CoSec aware of the training people are receiving outside of the Board?
  • Is there a clear training and development plan?
  • How do NEDs stay up to date with industry developments?
  • How well does the induction process work?

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