The Savvy Director Blog

This blog explores how difficult directors can impact board effectiveness. It provides practical approaches for identifying, managing, and addressing problematic behaviour.

You know the old saying … ‘One bad apple spoils the bunch.’

According to Merriam-Webster, when we use the phrase ‘bad apple’ to refer to a person, we mean ‘someone who creates problems or causes trouble for others; specifically: a member of a group whose behavior reflects poorly on or negatively affects or influences the ...

This blog explores how directors often mistake waiting to speak for listening. It provides practical techniques to improve focus, understanding, and boardroom effectiveness.

Countless times, I’ve sat at a board table listening to someone speak while quietly rehearsing what I was going to say next.

I wasn’t interrupting. I was waiting my turn. But I wasn’t really listening.

And if we’re honest, most of us have been there.

In the boardroom, we pride ourselves on being thoughtful contributors...

Board culture is the operating system that determines whether directors challenge, collaborate, and think independently. This post provides a framework for strengthening culture through The Six Habits of The Savvy Director, helping boards be resilient, thoughtful, and effective under pressure.

In today’s volatile environment, the most consequential decisions in the boardroom aren’t just about strategy, risk, or performance. They’re about how those decisions are made.

That “how” is culture.

This blog explores the often overlooked skill of knowing when less talk adds more value. It provides practical advice on when to speak, when to hold back, and how to communicate clearly to move discussions forward.

In boardrooms, what isn’t said often matters as much as what is said. This article explains how directors and board chairs can read the room to improve engagement, protect psychological safety, and guide more productive conversations.

Every experienced board member can recall a moment when something in the meeting shifted. The discussion might have been progressing smoothly when suddenly a director stopped taking notes, the CEO’s voice tightened, or a once engaged colleague leaned back and...

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...