Effective governance can’t be deferred
The start of a new year offers a chance for both reflection and the setting of goals. But when it comes to taking stock of your Board’s success, don’t wait for a milestone – the time to evaluate is now!
Board work is too important to drift through on autopilot. If you’re serving as a Director or Board Chair, you have a responsibility – to the organization and to yourself – to regularly ask: Am I truly successful in this role? Don’t wait for the AGM; don’t simply reflect at the end of
your term. The time to check in is now. Disengaged or hesitant directors weaken governance, even when their intentions are good.
How to gauge your effectiveness at the Board table
Your (and the Board’s) success starts with energy and commitment. If Board meetings feel like a chore or obligation rather than a responsibility you willingly carry, that’s a signal. Effective Directors arrive prepared, curious and ready to contribute because they care deeply about the organization’s purpose and long-term impact. If that connection has faded, it must be confronted.
Psychological safety is not optional: it is a governance requirement. Every Director, regardless of tenure, must speak up when something feels unclear, risky or misaligned. Staying silent because a question feels “basic” or a concern feels uncomfortable is a governance failure. Chairs must actively invite challenge, and Directors must accept the duty to raise their voice when it matters.
Motivation is shaped at the Board table. Chairs are accountable for creating disciplined, respectful dialogue. From drawing out quieter directors and managing dominant voices to ensuring contributions are acknowledged, you must create a safe and supportive environment where everyone feels they can contribute. Directors, in turn, are accountable for participating fully, not waiting to be asked. If your ideas are not being heard, it is your responsibility to say so.
Strong Chairs also act beyond the meeting room. Regular one-on-one conversations are a defining practice of strong leadership. Directors should expect it (and request it if it isn’t happening) to ensure they are effective, engaged and positioned to contribute.
Growth is equally non-negotiable. Boards must provide learning opportunities, and Directors must pursue them. This may mean setting aside time each year for governance education, bringing in external experts on emerging risks or ensuring new Board members receive more than a cursory orientation. Directors need to make it their responsibility to keep up with the regulatory and strategic landscape. Stagnation erodes effectiveness. If you’re not advancing, you’re falling behind.
Now is the moment to take stock. If you are energized, heard, challenged and growing, you are fulfilling your role. If not, act. Governance does not improve by chance. It improves when directors take ownership of their success and demand the conditions that make it possible. Let this new year be your organization’s best one yet!
For more information about effective governance or additional training support, explore our Resources page. Feel free to contact us with any questions about enhancing your Board’s effectiveness.