The Board Value Factor: 8 Questions to Score Your Next Meeting
Boards and management teams invest a huge amount of time in board meetings coordination, materials and discussions. What we rarely do is pause afterward and ask: “Did the board actually improve the outcome?”
One practical way to do this is to introduce a simple “board value factor” – a quick, qualitative assessment of how much the board improved the quality of thinking, decisions and execution on important and complex topics.
I developed these 8 questions to help you assess the board value factor after the board meeting that consider whether the board was well positioned to add value and whether it actually did.
1. Information Quality
Did management bring enough of the right information?
Did the materials help the board understand the issue, options and implications?
When directors asked questions, did management clearly explain their rationale and views?
If the information is overwhelming, unclear or isn’t decision-ready, the conversation will reflect that.
2. Space for Discussion
Was there enough time for a meaningful conversation?
Did the agenda allow space for genuine exploration, not just presentations and quick comments?
Or did the discussion feel rushed, fragmented or squeezed between other items?
Time pressure is one of the fastest ways to destroy board value.
3. Discussion Dynamics
Did people feel able and safe to contribute?
Did management and directors participate, sharing information and offering different perspectives?
Did the Chair actively draw out quieter voices and manage dominant ones?
High-quality decisions need psychological safety, balanced participation and diverse views.
4. Discussion Inputs
Did the board bring something new to the table?
Did directors raise relevant concepts, risks or opportunities that management had not fully considered?
Did they explore alternate viewpoints that enriched the analysis?
If the board is only asking for clarification on management’s thinking, the board hasn’t broadened the conversation.
5. Support and Confidence
Did the board increase management’s confidence in areas of uncertainty?
Did the board help management feel more comfortable with a risky direction or trade-off?
If needed, did the board act as a resource, identifying connections or expertise that could support management in moving forward?
Support isn’t about cheerleading; it’s about reinforcing sound judgment and standing behind the tough choices.
6. Managing Distraction
Did the board avoid – or at least contain – distractions?
Did director questions veer into operational detail or personal special interests?
When distractions arose, were they acknowledged and parked, or did they consume the conversation?
Occasional rabbit holes are inevitable. What matters is how quickly the board gets back on course.
7. Openness and Pushback
How did management respond to board input?
Was management open to questions and ideas, treating the board as a source of insight and support?
When management pushed back on director suggestions, was that pushback thoughtful and warranted – or defensive?
Healthy tension is positive. Defensive reactions on either side are a warning sign.
8. Outcome Quality
Was the final outcome better than what came in the door?
Did the decision, approach or direction improve as a result of the discussion?
Were metrics, accountabilities or monitoring sharpened?
Is the path forward now clearer and more robust?
If the answer is “yes,” the board likely created net positive value. If the answer is “not really,” you’ve learned something important.
What to do with your answers
After the meeting, pick one topic and walk through these eight questions. You don’t need a perfect scoring system; a simple “strong / mixed / weak” judgment on each dimension is enough to start spotting patterns.
Then ask:
What can we adjust about people (chairing, participation, preparation)?
What can we adjust about mindset (curiosity, humility, focus on value vs activity)?
What can we adjust about skills (questioning, prioritization, risk framing)?
What can we adjust about the environment (agenda design, time allocation, norms)?
What can we adjust about the information (format, depth, clarity, framing)?
Some changes will be easier than others, so start where you have influence – and watch whether your board value factor begins to rise over time.