The Savvy Director Blog

One valuable skill for board directors in any organization is the ability to consider an issue from multiple perspectives.

Being able to see both sides of any issue allows us to thoroughly evaluate risks and benefits, balance stakeholder interests, anticipate challenges and objections, and make informed decisions.

For some, seeing both sides comes easily and naturally. For others, it’s a conscious effort.

Regardless of which camp you fall into, it’s a skill worth developing if you want to...

“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 great, but for different reasons.
• Is it time for a new vehicle? Maybe it would be best to lease for the next three years. You’re thinking about going electric but you’re just n
...

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 still maintain a positive relationship with management?

The answer is constructive challenge — the practice of asking questions in board and committee meetings with the purpose of providing scrutiny, putting ...

How much information is enough for a board to make a decision with impact?

The best boards can make decisions without perfect information. Waiting for perfect information often results in a missed opportunity. Analysis paralysis is a description applied to the inability to make a timely decision while waiting for more and more data. I’d like to suggest that it’s just an excuse to procrastinate. (I’ve been there.)

For board directors, the good news is they don’t have to make significant decis...

At its core, a board of directors is the ultimate decision-making body for an organization. The board’s ability to make sound decisions based on consideration of reliable facts, coupled with the good judgment of its individual members, is a key element of organizational success.

That makes it important to understand the factors that lead to good decision-making as well as those that detract from it. One risk to good decision-making is what’s known as decision fatigue. The term refers to the d...

You’ve read the material. You’ve seen the presentation. You’ve listened to management’s request. Now it’s time for the board to make a decision. It’s an important decision, too. You’re expecting a robust discussion.

But the room is quiet. Maybe a couple of directors ask a question or two, just for clarification. Now it looks like the board chair is about to call for a vote.

What’s going on? Groupthink, that’s what. Your board has fallen victim to Groupthink.

We’ve all been there, at one tim...

Accurate thinking is a process that helps us differentiate between relevant and irrelevant facts. It’s an important skill to have whether we’re reviewing board materials, presentations, books, newspapers, or even when watching our favorite political news television channel.

The phrase was coined by success guru Napoleon Hill in the 1930’s. I’m endlessly fascinated by the influence of Hill’s 17 Principles of Personal Achievement that have been read in multiple languages and adapted by thousan...

Every board of directors is looking for strategic thinkers. And if you’re working on your Board Value Proposition, you’ll probably want to highlight your own skills in that area.

So, what exactly are we talking about when we refer to strategic thinking skills?

I searched in vain for a standard definition of the term “strategic thinking,” but I found there really isn’t one. Still, there’s been a lot written about how important these skills are for decision-makers.

So, let’s explore the valu...

Here’s a familiar scenario for most board directors. You’re reviewing management reports in preparation for an upcoming board meeting. There’s a report on a just-completed project, or maybe a proposal for a new one. You take a quick look. Ho-hum. Nothing new there. It’s just as you thought – the project was a success and the proposal makes sense.

Maybe you’re right. Or maybe it’s confirmation bias at work.

Confirmation bias has a profound impact on all of us, in terms of how we think and – ...

We all believe that groups make better decisions than individuals. There’s power in numbers, isn’t there? Otherwise, a board of directors might just as well consist of one person.

But is it true? Do groups really make better decisions?

How do groups go about making decisions, anyway? More importantly, how should they be making decisions to improve the odds of achieving the best outcome?

And what is the boardroom reality when it comes to decision-making? Do boards really make decisions? Or h...