Why Every Organization Needs a High Performing Board

The Power and Risk of a High Performing Board

When Cheryl became CEO of her family’s second-generation business, she inherited a board made up of close friends of her father. They were loyal, but meetings were quiet. Everyone agreed with the CEO, even when the strategy was unclear. As growth slowed, Cheryl realized what she was missing: a board that could challenge her thinking and push the business forward. Instead of a high performing board, she had a passive one, and it was costing the company opportunities.

A high performing board can be one of your organization’s greatest strengths, while a struggling board can quickly become a blind spot. Done well, a board brings clarity, accountability, and perspective. Done poorly, it can create confusion, slow decision-making, and limit growth.

Too often, boards are formed reactively, a group of trusted advisors pulled together to “help.” Without clear roles, boundaries, and shared expectations, they can unintentionally undermine the very leaders they are meant to support.

When Boards Struggle

Organizations run into trouble when their boards:

• Blur the line between governance and management
• Avoid difficult conversations in the name of harmony
• Fail to measure their own effectiveness
• Show up disengaged or unprepared

The result? Leaders feel second-guessed, decisions drag, and the board becomes a liability instead of an asset.

What High Performing Boards Do Differently

High performing boards share a few critical practices that set them apart:

1. They clarify roles and decision rights. The board focuses on strategy and accountability, while management leads execution. Everyone knows where the lines are drawn.
2. They create space for candor. Trust is not just about agreement. The best boards challenge assumptions, surface risks, and debate openly without damaging relationships.
3. They measure themselves. Just as organizations track KPIs, effective boards track their own performance. Attendance, preparation, follow-through, and strategic contribution all matter.
4. They elevate leadership. Instead of stepping in to solve problems, strong boards help leaders see ahead, think bigger, and stay accountable to the vision.

Why a High Performing Board Matters Now

Today’s environment demands speed, adaptability, and foresight. An underperforming board cannot deliver that. Worse, it can hold back even the strongest leadership team.

A high performing board, on the other hand, becomes a competitive advantage. It brings perspective you cannot get inside the business. It ensures decisions are tested before they are made. And it helps leaders avoid blind spots that could derail growth.

Avoiding the “Default Board”

The worst mistake leaders make is letting their board form by default, adding people they trust but not aligning them to a clear purpose. Over time, this creates frustration on both sides and erodes the value of the board itself.

Building an effective performing board requires intentionality. It is about defining the culture of the board as carefully as you define the culture of your company.

Next Steps Toward a High Performing Board

If you are building, refining, or leading a board, take time to ask:

• Do we have clarity on roles and boundaries?
• Are we challenging one another with candor?
• Do we measure and review our performance as a board?

If the answer is “not yet,” it may be time to invest in building a high performing board.