Many boards proudly schedule meetings, strategy sessions, and retreats, yet often neglect one of the most powerful governance tools available to them: board evaluation. A well-run evaluation is not about blame or criticism, it is a leadership development process that helps the board reflect, learn, and strengthen its effectiveness. In today’s environment of complexity and scrutiny, evaluating board performance is a strategic necessity.

A successful board evaluation begins with the right mindset. The board must view the process as a learning opportunity, not a “witch-hunt.” It requires honesty, psychological safety, and a commitment to improving relationships, governance discipline, and leadership maturity. The chair plays a central role in setting this tone.

Next, it is essential to clarify the scope and objectives. Boards must decide whether the evaluation will focus on overall performance, committees, the chairperson’s leadership, individual directors, culture, board–management relations, skills mix, or decision-making quality. Clear objectives keep the process focused and relevant.

Boards can choose from three approaches: internal evaluations, suitable for stable and mature boards; external evaluations, ideal for boards needing objectivity or facing major transitions; and hybrid models, which combine internal coordination with external validation.

A robust evaluation uses multiple tools, including structured questionnaires, confidential interviews, reviews of key documents (such as board packs, agendas, and minutes), and, in some cases, meeting observations. Using diverse methods increases accuracy and depth.

Evaluations should examine key themes such as board composition, decision-making quality, strategic oversight, risk governance, meeting effectiveness, leadership of the chair, board culture, and the board’s relationship with management. This ensures the process goes beyond box-ticking and leads to meaningful improvement.

Findings must then be analysed by grouping them into strengths, gaps, risks, opportunities, and behavioural insights. The focus should be on identifying patterns rather than isolated comments.

The board should create an actionable improvement plan outlining required changes, responsible parties, timelines, success indicators, and monitoring mechanisms. This converts evaluation results into a governance development roadmap.

Finally, evaluation should become a continuous culture, not an annual event. Regular reflection, peer feedback, open dialogue, and chair–director check-ins help embed continuous improvement and move the board toward sustained excellence.

#BoardEffectiveness #CorporateGovernance #BoardLeadership

Dr. Solomon Taru Chikanda is a governance and leadership expert, serving as MD of Vineyard & Lead Consultant at Inspire World Institute.
Contact: stchikanda@inspireworld.co.zw
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