Asking for Better Board Reporting: A Practical Guide for Directors

Directors know when a report is not working. It may be too long, too operational, unclear about what matters, or missing the information needed to assess performance and risk.

Sometimes, the harder part is explaining what needs to change.

Comments such as “This report is too long” or “We need more detail” identify dissatisfaction, but they do not give management enough direction to produce a better report next time. Management is left to interpret what the board wants, and may respond by cutting out the wrong information or adding in unhelpful details.

However, directors should resist rewriting reports themselves. The goal is to clarify the board’s needs while leaving management accountable for determining how best to meet them.

Effective balanced and specific feedback helps management understand what the board needs to know, why it matters and how the report could better support oversight or decision-making.

Providing specific feedback can also help directors assess why they are asking for the information. 

This ensures that the information is connected to the board’s responsibilities and focuses on material risks, strategic priorities and other areas where board attention is required.

Here are four practical approaches.

1. Describe the reporting outcome you need

Instead of saying, “We need more detail,” – or even identifying specific information you think will help - identify what the additional information should help the board assess.

For example: “We need enough detail to understand whether the project’s milestones and expected outcomes are at risk.”

This helps management identify the information that best supports that goal.

2. Identify what is unclear

“This report is not clear” is difficult to act on. Be more precise about where the report lost you.

You might say: “Please distinguish between activities completed, outcomes achieved and progress against the key objectives.”

This directs management toward greater clarity without prescribing the entire format.

3. Ask for insight, not simply more information

Boards are rarely short of information. More often, they are short of interpretation.

Ask management to including information on:

• what has changed;

• why it matters;

• whether key objectives are on track; and

• what risks or trade-offs are emerging.

4. Make regular, coordinated feedback a habit

Do not wait until reporting has become a recurring frustration.  Provide feedback when a report is introduced or redesigned, or when the board spends significant time asking clarifying questions.

Wherever possible, consolidate the feedback through the chair or discuss the feedback collectively so it doesn’t just reflect one director’s personal preference.  It should reflect what the board collectively needs to fulfil its responsibilities.

Remember to identify what worked as well, not just what should change.

--

Better reporting usually starts with better feedback. When directors provide more precise requests, management can produce materials that require less decoding, support stronger discussion and make better use of board time.