The Savvy Director Blog

Board work can be frustrating—but how you respond matters more than what others do. This article shows how developing patience improves listening, decision-making, and relationships in the boardroom.

“Patience is the art of concealing your impatience.” – Guy Kawasaki, American marketing specialist

When we asked our Savvy Director readers, “What boardroom skills do you want to have help with?” a number of you responded with variations on the themes of how to exercise more patience, how to...

Great directors aren’t defined by experience alone — they’re shaped by consistent habits. This post explains the six behaviours that drive boardroom effectiveness and how to develop them over time.

Whenever we write a Savvy Director blog — or create any other DirectorPrep content for that matter — we make a critical assumption about our readers.

We assume that you want to be the best director you can be, that you want to be seen as a valuable member of your board, and you want to be able to ...

Giving advice isn’t always the most effective way to help management. This article shows how using questions can unlock better insights, reduce resistance, and lead to stronger decision-making.

There are times when your CEO or Executive Director may approach the board with a specific request for direction on what to do about a high-risk situation.

When time is of the essence, a director’s view may be required immediately for input to the board’s discussion so that a consensus can be reached...

What should directors know about external audits? This post breaks down roles, responsibilities, and key questions to help boards ensure accurate financial reporting and strong oversight.

If you’ve served on a board for a year or more, you’ve probably lived through an external audit. It’s one of those governance fundamentals that you need to have a handle on to fulfill your director responsibilities.

Failing to exercise proper oversight over external audit has caused a lot of grief for boa...

This blog explains why speaking up in the boardroom is essential for both effective decision-making and personal credibility. It provides practical strategies to help directors contribute confidently and respectfully.

Within the global discussion about the need for more diversity in the boardroom, the higher-level goal of maximizing diversity of perspective seems to get lost in the mix of what’s truly important when key decisions are being made.

On their own, completing a compliance checkli...

Disruption is inevitable, but boards must be prepared. This article explains how directors can stay informed, ask the right questions, and guide organizations through uncertainty and change.

Disruption risk is the potential for unexpected events that can interrupt or significantly alter an organization’s operations, market position, or strategic direction.

Disruptions can be caused by factors such as technological advancements, market shifts, regulatory changes, natural disasters, or other u...

Good decisions often require time to think. This article explores how boards can use “soak time” to reflect on complex issues and avoid rushed or emotionally driven outcomes.

“That’s a big decision. I’m going to sleep on it.”

What kinds of decisions require additional time to consider?

• Maybe someone has made you a job offer - but it feels like it might not be the right move.
• Or let’s say you are a CEO who needs to decide between two outstanding candidates for the CFO position. Both are g
...

What does it mean to lead authentically as a board director? This article outlines the key elements of authentic leadership and how they apply to governance, while highlighting both benefits and risks.

Authenticity is a popular word among business leaders these days. Managers are advised to bring their full selves to the office, to engage in frank conversations, and to tell personal stories as a way of building trust and improving group performance. It’s a powerful way to lead with purpose an...

This blog explains how directors can challenge management without damaging relationships. It shows how constructive challenge improves decision-making with thoughtful questioning, collaboration, and respect.

One of our duties as board directors is to challenge management. Some directors find it hard to challenge because they don’t want to offend. Others are eager to challenge but end up leaving resentment and hard feelings behind.

How can we find a balance so we can fulfill our duty and yet ...