The Savvy Director Blog

This blog explains why a thoughtful CEO evaluation strengthens accountability, clarity, and the board‑CEO relationship. It outlines a practical three‑step process along with guidance on objectives, competencies, and the cautious use of 360 feedback.

I’m often asked about CEO evaluations. I’ve helped boards with everything from developing a process, to designing the method, to gathering and analyzing information, and even communicating the results.

I’m a strong proponent of conducting an annu...

This post explores the power of consensus as a process and an outcome, helping boards reach decisions that all directors can support, even if it’s not their first choice. It offers guidance on communication, debate, finding common ground, and building solutions.

Boards make decisions in a variety of ways. Simple majority vote, ranking, scoring, and multiple voting rounds help directors consider options but don’t necessarily get the board to a place of agreement. Consensus decision-making help...

This post examines what boards must do during a CEO’s first year: clarify expectations, foster trust, avoid micromanagement, and strengthen alignment on priorities and decision rights. It offers guidance for supporting both outside hires and internal promotions while ensuring a smooth transition.

 A CEO transition is one of the most significant moments any board will navigate. It affects strategy, culture, stakeholder confidence, and the overall momentum of the organization.

The first year ...

Speaking with intention helps directors avoid reactions that derail discussions and instead contribute with clarity, curiosity, and purpose. This article explores how to slow down fast thinking, recognize emotional cues, and communicate in ways that strengthen board culture.

The boardroom is a place where a single comment can shift a discussion, change a decision, or alter the tone of an entire meeting. Yet even experienced directors sometimes speak without thinking – reacting emotionally, ma...

Directors need confidence, but unchecked ego can undermine trust and collaboration. This article examines common ego‑driven pitfalls and practical ways to balance self‑assurance with self‑awareness.

“The paradox of board leadership is that, while you might earn a seat on a board of directors thanks to your abilities, knowledge, or popularity, serving well as a board member means leaving your ego behind.” – Susan Mogensen, Brown Dog Consulting

It’s not a surprise that, as a general rule, boar...

Does it sometimes feel as though you hear from the same few directors at every board meeting? What about all the others? Why do they stay silent? And more importantly, what can be done about it?

These days, many boards are consciously pursuing more diversity around the board table. The benefits include exposure to a variety of viewpoints, a range of experiences to draw on, and greater insight into stakeholders’ concerns and perspectives. But board diversity won’t deliver on its promise unles...

Does kindness have a place in the boardroom?

Lately I’ve read a few interesting articles about the value of being kind vs. being nice. It got me thinking about how this distinction applies to a board of directors.

The Savvy Director understands that being effective requires more than just knowledge of the esoteric rules of board governance. It requires understanding people - how they think, behave and interact with each other. In fact, one of The Six Key Habits of The Savvy Director is ‘Coll...

If you find your board work a less than enjoyable experience, and board meetings boring and frustrating, maybe you’re part of a dysfunctional board.

When it comes to a board of directors, dysfunction tends to arise from two broad areas – process and people. You’re probably not surprised that people-centered dysfunction is way more frustrating to experience, and way trickier to fix, than the process-centered kind. That’s what happens when you throw human nature into the mix!

Still, there are...

Recently, I worked with a board of directors to prepare a list of potential interview questions for prospective board members. The questions were carefully selected to try to uncover candidates’ ‘Three C’s’ – competence, character, and chemistry.

The first two C’s are fairly obvious. Competence questions focus on education, knowledge, skills, and experience. Character questions are meant to reveal the candidate’s integrity and moral courage.

But what is the third ‘C’ – chemistry? And how doe...

When the Board-CEO partnership thrives, so does the entire organization. But when it falters, the repercussions can be swift and severe.

In today's complex and rapidly changing world, boards face the challenging task of providing proper oversight while allowing management the autonomy needed to be effective. This delicate balance is crucial for organizational success. It requires a flexible decision-making partnership between the Board and the CEO.

By understanding and managing the inherent...