Boards are meant to be the ultimate guardians of organisational health, but even the best boards need to pause, reflect, and improve. A board review is one of the most powerful tools for doing this. It benchmarks performance, highlights blind spots, and gives directors a clear pathway to lift their collective effectiveness.
Yet while many directors agree in principle that continuous improvement is important, getting the whole board onside to actually conduct a review can sometimes be challenging. Some directors worry about the time commitment. Others fear the results will be used punitively. A few may question whether a review is necessary at all.
As someone who has advised boards across sectors for years, I’ve seen this scenario play out many times. The good news is that with the right approach, you can bring your fellow directors along and gain consensus for a review that strengthens—not destabilises—your board.
In this article, I’ll share practical strategies for getting your board onside, common pitfalls to avoid, and the benefits you can emphasise to build momentum.
1. Understand the Hesitations Up Front
Before persuading your peers, it’s worth naming the common objections:
- Fear of exposure: Some directors worry the process will highlight weaknesses in their individual contribution.
- Scepticism about value: Others feel a review is “just a box-ticking exercise” or “consultant jargon.”
- Time and cost concerns: Busy directors may be reluctant to take on another initiative that requires surveys, interviews, or workshops.
- Complacency: Boards that haven’t faced crises may believe they’re performing well enough without scrutiny.
By anticipating these hesitations, you can frame your case in ways that address them head-on.
2. Start with the Why
Simon Sinek’s famous mantra—start with why—applies perfectly here. Directors are more likely to support a review when they understand why it matters for their board right now.
You might frame it in terms of:
- Strategic alignment: “We’ve recently updated our strategy—this is the perfect moment to ensure the board is aligned and focused on the right priorities.”
- Stakeholder expectations: “Investors, regulators and members increasingly expect boards to demonstrate governance maturity. A review shows we take this seriously.”
- Continuous improvement: “We encourage management to improve—why should we exempt ourselves?”
- Succession planning: “With new directors joining, this is a chance to reset expectations and strengthen team dynamics.”
Link the review directly to your organisation’s context. If the case feels urgent and relevant, directors will lean in.
3. Emphasise the Collective, Not the Individual
A common worry is that board reviews are really about finger-pointing at individual directors. Make it clear that the focus is on the board as a whole—its dynamics, processes, and governance maturity.
You can reinforce this by:
- Highlighting that most high-quality review tools measure board effectiveness collectively.
- Sharing that benchmarking reports anonymise individual responses.
- Framing the process as “helping us lift as a team” rather than “catching anyone out.”
When directors know the emphasis is collective, their defensiveness tends to ease.
4. Showcase the Evidence
Directors are rational people. Data matters. Bring forward evidence that reviews work:
- Research consistently shows boards that undertake structured reviews are more effective, more strategic, and more trusted by stakeholders.
- Many ASX-listed companies and large NFPs already conduct annual or biennial reviews—it’s a marker of good governance.
- Regulators (such as APRA, ASIC, and ACNC) explicitly recommend reviews as best practice.
You might also share case studies of other boards (anonymised if needed) who gained fresh insights and improved their functioning through a review.
5. Position it as Normal, Not Exceptional
Sometimes directors resist reviews because they feel unusual—something done only when things are going wrong. Counter this by showing that:
- Reviews are mainstream governance practice globally.
- The ASX Corporate Governance Principles encourage boards to undertake regular performance evaluations.
- Many leading boards see reviews not as a crisis measure but as a routine discipline, much like financial audits.
Normalising the process removes stigma and makes participation feel expected rather than optional.
6. Stress the Confidentiality and Safety
Directors are more likely to engage if they trust the process will be confidential and constructive. Make clear that:
- Surveys and interviews are conducted by independent facilitators.
- Feedback is aggregated and anonymised.
- Insights are presented at the board level, not as individual scorecards.
Reassurance on these points often makes hesitant directors far more comfortable.
7. Involve the Chair Early
The chair is pivotal. If the chair supports a review, the chances of gaining board consensus rise dramatically. Engage the chair early, frame the benefits in terms of their leadership role, and suggest they be the one to introduce the idea.
If the chair is reluctant, identify another respected director (often the deputy chair or committee chair) who can champion the cause.
8. Start Small if Needed
If the board remains hesitant, you can reduce the perceived burden by suggesting a lighter-touch review:
- A confidential survey only, without interviews.
- A shorter benchmarking report rather than a full facilitation.
- An annual pulse-check instead of a deep dive.
Often, once directors experience the value of even a small review, they are more open to deeper processes next time.
9. Highlight the Practical Benefits
Abstract arguments don’t always win people over. Be specific about the practical outcomes a review can deliver:
- Clearer understanding of whether the board is spending enough time on strategy versus operations.
- Better clarity on roles between board and management.
- Improved meeting dynamics and decision-making quality.
- Greater confidence in succession planning and director development.
- Enhanced credibility with regulators, investors, and stakeholders.
When directors can picture tangible improvements, support grows.
10. Share the Positive Framing
Avoid talking about a board review as if it’s a remedial intervention. Instead, frame it as an opportunity:
- “This is about taking a good board and making it great.”
- “We’re investing in our own effectiveness—just as we expect management to do.”
- “This is a sign of strength, not weakness.”
The more positive the framing, the more directors will want to be associated with it.
11. Use Benchmarking as a Motivator
Directors are competitive by nature. Benchmarking—comparing the board’s performance with peers—can be a powerful motivator. It moves the conversation from “do we need this?” to “where do we stand relative to others?”
You can suggest:
- “This will give us insights on how we compare with other leading boards in our sector.”
- “We’ll see where we’re ahead, and where we have room to grow.”
Benchmarking data is often the spark that gets directors genuinely curious and engaged.
12. Lead by Example
Finally, model the openness you’re asking of others. Share that you welcome feedback on your own contribution and see it as an opportunity to grow as a director. When one director demonstrates humility and enthusiasm, it often gives permission for others to follow.
Conclusion: Building a Culture of Continuous Improvement
Getting your board onside for a review is less about persuasion and more about creating the right framing, safety, and urgency. When directors see reviews as:
- normal, not exceptional
- collective, not individual
- strategic, not remedial
…they are far more likely to embrace them.
The truth is that high-performing boards are never finished products. Just as the environment shifts, so too must governance. A review is simply a disciplined way to ensure the board is always learning, adapting, and lifting its game.
If you’re considering a review for your board, the best first step is often the simplest: start the conversation. Frame it as an opportunity, link it to strategy, and invite your peers into a process that ultimately makes their role more rewarding and the organisation more successful.
