- by Sophie Pinkoski

From the outside looking in, it’s not easy to understand how any specific board really works. You may be able to read the board's policies on their website or ask questions about its focuses and practices, but what really happens during the meetings is more of a mystery.

In many ways, an effective board is a combination of its governance practices and the people in and around the board.

The value and effectiveness of a board requires the consistent application of relevant, modern policies and practices with the high-performance of individual board members and the group as a collective decision-making body.

The best board members hold themselves and each other accountable for living the values of their organization and courageously committing to clear decision making to achieve the organization's strategy. In this way, good governance isn’t just following and implementing rules, but showing up and doing your part as an active, valuable contributor to the conversation that informs decisions.

Governance is most effective when upheld by individuals with high integrity and commitment, well-constructed board design, and a psychologically safe culture that empowers everyone to participate. Commonly believed myths about what goes on in the boardroom are often counterproductive to these goals. Perpetuating these myths can cause boards harm by introducing unwelcome dysfunction that may trickle down into their organizations at large.

Here are some of the most common assumptions about boards that deserve to be put to rest:

You must have a specific background to become a board member–– While governance knowledge and experience is helpful when joining a board, it’s not necessary to have a similar background as everyone else. In fact, the variety that comes with diversity of thought makes for better decision making overall. If this is your first board, be responsible for your own learning about governance best practices through self-study or by joining a governance-education program or organization.

Your value as a board member is more about the unique perspective you bring to the boardroom.

Different backgrounds, experiences, styles, and approaches are critical to great board discussions. With broad perspectives, board members will be able to see things from different angles that may never have been considered. Having multiple unique perspectives and representatives of different communities helps identify blind spots for risk and/or missed opportunities. 

Board members must think as a group–– This is a common misconception due to the collaborative nature of board work. The best boards rigorously discuss and debate topics prior to making a decision. If there is little or no discussion, it may mean that board members are disengaged or not bringing their unique perspectives to the table. Encourage board members to use their superpowers by contributing discussions, even if it means going against the prevailing opinion. Coming to an eventual agreement is important, yes, but not without careful considerations of the full picture.

Individual perspectives encourage critical thought, taking risk, challenge, and opportunity into account.

DEI is just a box ticking exercise–– Unfortunately the media features stories about organizations and individuals who believe that DEI practices in organizations and their boards means recruiting diversely to check a compliance box without considering the most qualified person for the role. That misses the point. Having a board comprised of individuals who have a range of professional and personal experiences in addition to relevant board competencies drives the best exploration of strategic options and risk alternatives. Proactively engaging wider views expands board discussions to take in other perspectives. The end result widens possibilities and drives the most informed decision.

Diversity of thought and experience bring in new expertise, skills, and knowledge that give your organization a competitive edge.

Having diverse perspectives at the table allows board members to challenge one another and ask hard questions to find the most ideal solutions, rather than leaning on the same traditional practices that may no longer serve your board as it continues to evolve.

AI can replace human judgement in the boardroom–– A prevailing fear is that the rapid evolution of AI means it will eventually be able to automate the board’s process, rendering human roles in the boardroom redundant. Yet despite the rise in AI use in business environments, AI could never replace the insights, ethics, and individuality people bring to the table.

In reality, AI works far more effectively as a tool to enhance the board’s existing responsibilities.

For instance, AI is able to gather large collections of data for analysis, identify patterns, and summarize it all in concise, accessible ways all within a few seconds. This eases up the time and energy board members would have used to do the work themselves to the point where they can focus their attention in more important areas. They now have the clarity to engage in board meetings in meaningful ways. Despite the benefits of AI as a helpful tool, boards must use it responsibly and ethically. Educate your board on AI’s capacities, limitations, and risks so they can use it appropriately and identify its inaccuracies. AI also comes with potential safety risks, particularly when handling confidential information. Seek out advice from AI experts who can enable the board to implement AI tools ethically, securely, and responsibly. While AI can be a huge advantage for your organization, it comes with its risks and limitations and should be treated as a tool to empower your board, not replace it.

The best boards are inclusive, adaptive, and courageous. It takes self-awareness and open-mindedness to be a great board member. When you can shed the harmful myths surrounding how boards function, you can move forward in a truly positive, productive, and transformative way.

Further Reading:

10 Myths About Boards of Directors, Management.org

5 Common Myths About Serving on Boards, Women Get On Board

Myths and Reality in the Boardroom, Catherine de Dorodot, European Compliance & Ethics Conference, 2021

Three Of The Most Popular DEI Myths Debunked, Forbes

Debunked: 4 Myths About Ai-assisted Decision-making in the Boardroom, Diligent

Shaping Governance for the Next Economy: Debunking Myths and Embracing Evolution, Small Giants