Board Practice
Strong boards don’t operate only in the boardroom. The chair’s work between meetings often determines governance effectiveness.
Board effectiveness is often judged by what happens in the boardroom. Agendas, papers, and discussions are all visible markers of governance. Less visible—but equally important—is the work that happens between meetings.
Effective chairs play a critical role in maintaining momentum outside formal sessions. This includes engaging with the chief executive on emerging issues, sensing when matters require deeper board attention, and ensuring that discussions are framed clearly before they reach the table.
Between meetings, chairs also help maintain alignment. They clarify expectations, reinforce accountability, and act as a sounding board when decisions are complex or ambiguous. This does not mean stepping into management roles, but rather supporting governance through continuity and context.
Strong chairs are also attentive to board dynamics outside formal sessions. They notice when contributions are diminishing, when issues are being deferred too easily, or when confidence may be masking uncertainty. These signals rarely surface in minutes, but they shape board effectiveness over time.
Ultimately, the work between meetings is about preparation rather than control. Chairs who invest in this space enable better conversations, sharper decision-making, and a board that is more confident in its role and responsibilities.
If an insight raises questions about governance confidence, you’re welcome to book a confidential discussion.
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