I once heard a story that changed how I think about governance.

A colleague told me about a board meeting that started like any other, reports were being presented, numbers debated, risks reviewed. But halfway through the session, something unexpected happened. The CEO, a respected leader known for composure and professionalism, suddenly stood up, closed his folder, and walked out of the boardroom without a word.

Silence followed. Every face around the table froze in disbelief. What was meant to be a routine quarterly review had turned into a crisis moment.

Later, as my colleague recounted, he realised that what had just unfolded wasn’t simply about corporate performance, it was about human pressure. Governance, he said, isn’t just strategy, compliance, and oversight. It’s also about people, and the weight they carry under scrutiny.

What Led to That Walkout
The signs had been there. The organisation was underperforming. Targets were being missed. Morale was low. And the CEO, bearing the brunt of it all, had been fighting fires alone. He faced an increasingly skeptical board demanding answers:

Why wasn’t the turnaround working?
Why were risks multiplying?
Why were key decisions made without full visibility?

The questions were fair, but the tone had turned sharp. Accountability had overshadowed empathy. What the CEO heard was not a board seeking solutions, but a board losing trust. He didn’t walk out because he lacked answers; he walked out because he felt cornered, unheard, and alone.

The Reflection That Followed
That moment forced deep reflection. Governance should support leadership, not suffocate it. Accountability without empathy becomes aggression. And no leader can thrive under a constant hammer.
We often discuss psychological safety in teams, but how often do we consider it in boardrooms? Do we challenge with dignity? Do we critique without wounding?

What Happened Next
The board regrouped, tempers cooled, and a governance advisor was brought in to mediate. When the CEO returned, there was a different tone, more listening, less judging. The board revisited not only strategy but also its own behaviour.
The organisation recovered. The trust rebuilt. And the lesson endured:
Good governance is not just about finding the right answers. It’s about creating a boardroom where truth can be spoken, before someone breaks.

#BoardEffectiveness #CorporateGovernance #Leadership #EffectiveBoards #StrategicOversight #GovernanceExcellence #PerformanceDrivenLeadership

Dr. Solomon Taru Chikanda, a seasoned expert in Corporate Governance, Strategy, Leadership Development, and Wellness. He is the Managing Director of Vineyard Funeral Assurance and Lead Consultant at Inspire World Institute, where he promotes effective boards, strategic oversight, and governance excellence that drive sustainable organizational growth and performance.