Why Winning in the Boardroom Isn’t About Having All the Answers
It’s about understanding the people in the room—especially your CEO.
by Michael Barrick / July 16, 2025
Why Winning in the Boardroom Isn’t About Having All the Answers
In the boardroom, many new directors think success comes from having sharp questions and airtight solutions. But that mindset misses the real point.
Winning in the boardroom isn’t about having all the answers. It’s about understanding the people in the room—especially your CEO.
As a board member, your real role is to be ground control, not the pilot. The CEO flies the plane. You guide, support, and help them avoid trouble.
Because at the end of the day, shareholders expect only one thing: results.
Map the CEO’s Expertise: Know Their Cockpit
Every CEO brings specific strengths and limitations. Your first job as a director is to map those clearly:
- Strengths – Strategy? Finance? Operations? Innovation? Know where your CEO is strongest.
- Blind Spots – What topics do they consistently overlook or underplay? Risk management? Talent development? Cybersecurity?
- Communication Patterns – Observe how your CEO communicates before, during, and after meetings. Their tone and messaging often reveal their confidence—or concerns.
Why it matters: You can’t support or challenge a CEO effectively until you understand how they think and lead.
Board portals like Board Director help you document and track this understanding by keeping profiles, past reports, and meeting notes accessible—all in one place.
“Effective boards work with, not above, the CEO—treating them as a strategic partner, not a subordinate.” – Harvard Business Review
Listen for Intent, Not Just Answers
When your CEO speaks, don’t just listen for information—listen for intent:
- Why are they emphasizing certain metrics?
- Why are they hesitating on certain risks?
- Why do they push certain initiatives aggressively?
Understanding the why behind their words is what separates strategic board members from reactive ones.
Use your board portal’s notes, voting records, and historical reports to track recurring themes and shifts in the CEO’s approach over time.
“Boards exist not to micromanage the CEO, but to understand and challenge the thinking behind leadership decisions.” – The Corporate Governance Institute
Focus on the Relationship, Not the Debate
Your CEO isn’t your opponent. They’re your key relationship.
- Build trust through consistent communication. Reach out between meetings.
- Offer guidance, not directives. Serve as a sounding board, not a critic.
- Encourage openness. Create space for vulnerability in executive sessions.
When CEOs view their board as allies, they share risks earlier and welcome input more freely. And that leads to better outcomes.
“Boards that foster high-trust CEO relationships see higher long-term shareholder returns.” – McKinsey & Company
Keep the Focus on Results
At the end of the day, governance isn’t about having the smartest questions or sharpest insights. It’s about helping the CEO drive performance.
- Use the board portal to monitor strategic KPIs.
- Focus discussions on forward-looking opportunities, not just past performance.
- Ensure meetings end with clear action steps and accountability.
Because no matter how good the conversation feels, shareholders only care about results.
Final Thought
You’re not in the cockpit. You’re not even the co-pilot. You’re ground control.
Your job isn’t to fly the plane. It’s to guide the CEO, provide critical information, and help them navigate the mission successfully.
And in doing that, you help deliver what every stakeholder expects: results.
Explore Board Director – the board portal that empowers directors to focus on strategy, relationships, and results.
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