If you’re a CEO, there are only a few things only you can do. And shaping, engaging, and elevating your Board of Directors is one of them.
Yet, many mid-market CEOs don’t see their boards as strategic allies—they see them as passive, disconnected, or, worse, political.
And the data backs this up. According to PwC:
- Only 30% of CEOs rate their board’s performance as excellent or good.
- 40% of executives say their boards don’t understand the difference between governance and management.
- And perhaps most damning—92% of CEOs believe at least one board member should be replaced.
Let that sink in. The very group meant to provide accountability, strategic counsel, and long-term stewardship… is often just reviewing reports and rubber-stamping decisions.
The Missed Opportunity
Here’s what I see most often in mid-market companies:
- No board agreement outlining role, expectations, or term limits.
- Board members selected for loyalty, not strategic contribution.
- Meetings focused on financial reporting, not directional decision-making.
- A lack of courage to challenge the CEO or ask tough questions.
This isn’t just a governance issue. It’s a leadership opportunity.
The truth is, your board can be your secret weapon—or your silent liability. It depends on how you, the CEO, shape it.
What High-Performing CEOs Do Differently
They don’t just tolerate their board. They build it, shape it, and engage it as a strategic asset.
Here’s how:
🔹 Clarify the Role of the Board vs. Management
Don’t assume everyone understands the line between governance and execution. Document it. Reinforce it. Build board education into your onboarding and agendas.
🔹 Define Expectations
Establish a written board agreement outlining each member’s role, contribution goals, term limits, and evaluation process. Governance isn’t optional—it’s foundational.
🔹 Elevate the Conversation
Move beyond dashboards and financials. Create time and space to discuss strategy, risk, innovation, and CEO performance. A strong board challenges what you’re doing and why—not how you’re doing it.
🔹 Rethink Who’s at the Table
Too often, board seats are filled with friends, legacy advisors, or respected locals. But today’s challenges demand industry insight, operating experience, and independent thinking.
The question isn’t “Who do I know?” It’s “Who can help us grow?”
The CEO’s Call to Action
You can’t delegate board effectiveness. If your board is underperforming, misaligned, or simply uninspired—it’s on you.
So ask yourself:
- Does my board challenge me constructively and ask hard questions?
- Do I have the right people in the room—or just familiar ones?
- Have I created a culture of strategic accountability at the board level?
- Is my board engaged in our future—or just reviewing our past?
If the answer to any of these isn’t a confident “yes,” it’s time to act.
Because a great board doesn’t just hold you accountable. It sharpens your thinking. Extends your vision. And when done right, becomes the most powerful partner in your company’s next chapter.
Your board should be more than a formality. It should be a force.