Courage and speaking up in board meetings

I was reminded recently about the importance of asking questions in the boardroom and directors having courage. 

The theme of our third series of the Board Matters podcast, hosted by IoD facilitator Steven Moe MInstD, is how we create safe spaces in boardrooms to have the discussions we need to have. 

Steven has interviewed a number of senior directors who have recently completed the IoD’s Advanced Director Course to get their perspectives on the topic. 

Effective governance relies not only on the expertise and knowledge of board members but also on the courage to ask challenging questions, even when uncomfortable. The ability to speak up during board meetings – without fear of embarrassment – is crucial to comprehensive decision making. How do we foster a board culture where directors feel empowered to ask questions? What are the risks of sidelining such questions to informal discussions outside the board meeting? What are some practical ways to build an inclusive environment that promotes open dialogue?

In governance, directors have a duty to act in the best interests of the organisation. This responsibility includes probing management’s assumptions, testing strategies and challenging the status quo. In practice, this requires courage, particularly when it involves asking difficult or, potentially, unpopular questions. 

When directors hesitate to voice concerns in meetings, waiting instead for side conversations during breaks, the whole board loses the chance to explore crucial issues collectively. This practice not only undermines the decision-making process but also leaves important risks unaddressed and prevents the board from considering alternative viewpoints. 

A question unasked in the formal setting may never be answered in a way that benefits the entire board. The missed opportunity for collectively addressing a problem can impair governance quality and, ultimately, organisational performance.

Directors must feel empowered to express concerns openly during meetings. As highlighted in The Four Pillars of Governance Best Practice, fostering an environment where diversity of thought thrives leads to better governance outcomes. This diversity includes not just demographic differences but also the ability to present different ideas and perspectives without fear of embarrassment or reprisal.

Holding back big questions during formal meetings and raising them later in smaller groups can create several issues:

• • Fragmented decision-making: A board should operate as a collective. When questions are reserved for informal settings, the group misses the chance to address them in real time, potentially leading to fragmented or incomplete decision making.
  • Groupthink: Groupthink occurs when a cohesive group refrains from critical debate to maintain harmony, resulting in decisions that are not fully scrutinised. If directors only share concerns in private, the risk of groupthink increases, reducing the board’s ability to challenge key issues effectively.
  • Lost insights: A director who keeps their thoughts to themselves denies the board valuable insights. When one person’s concerns are aired, it often prompts others to reflect, potentially leading to better-informed decisions 

An inclusive meeting culture

For directors to feel safe to speak up, boards must actively promote a culture of trust and openness. Several key elements are essential to this culture.

The role of the chair is pivotal in setting the tone for the board’s culture. A good chair should not only manage discussions but also ensure that all directors have an opportunity to contribute, especially those who may be more reticent. Drawing out quieter voices and ensuring dominant voices don’t overpower the conversation is key to an inclusive board culture. 

Chairs can create a culture of inquiry by framing questions as opportunities for exploration rather than criticism, ensuring that every viewpoint is considered valuable.
Directors should be encouraged to ask tough questions, but they must also maintain respect for their colleagues and the management team. The aim should not be to create adversarial discussions but to engage in productive, challenging dialogue that strengthens governance practices.

Boards that encourage constructive dissent are more likely to avoid groupthink and make better decisions. Dissent should be framed as a natural, and necessary, part of the decision-making process, not as something to be avoided. 

An inclusive culture values different perspectives, which are crucial for robust decision-making. Research supports the idea that diverse boards tend to ask a broader range of questions and consider issues from multiple angles. Diverse perspectives not only enrich discussions but also ensure a more comprehensive evaluation of risks and opportunities.

Hierarchies within a board can stifle open communication. Boards need to consciously dismantle any perceived ‘pecking order’ that might prevent less-experienced directors from speaking up. 

Ongoing development helps directors build the confidence needed to ask the right questions. Formal evaluations, mentoring programmes and governance training all contribute to a board that is better equipped to challenge effectively. 

Practical steps for boards

Set clear expectations: Boards should explicitly state that asking questions and raising concerns is a key part of governance. During director orientation and through ongoing development, it should be reinforced that directors are expected to challenge assumptions and offer alternative viewpoints.

Regular evaluations: Formal board evaluations can help to identify whether all directors feel comfortable contributing. If evaluations highlight issues around communication or dominance by a few members, the board can take steps to address these issues and improve inclusivity.

Encourage post-meeting reflections: To capture any questions that directors might have hesitated to ask during the meeting, chairs can encourage brief, follow-up reflection meetings where directors are invited to raise additional concerns. However, it is important to reiterate that all directors should aim to raise their concerns during the formal discussions, whenever possible.

For more on creating safe spaces in boardrooms, tune in to series three of the Board Matters podcast.

AI assisted in the creation of this article.