In one of my first board advisory sessions for a mid-sized bank, a veteran director leaned back, chuckled, and said, “We already approved the strategy. Now it’s management’s problem.” It reminded me of a pilot who sets a flight path, locks the cockpit, and walks into the passenger cabin midair. That board was flying blind, and they didn’t even know it. Most board members think their job is to ask smart questions once a quarter, approve strategy, review risks, and nod at reports. This is a fatal misreading of modern governance. The times we live in today are very dynamic,…