Over the years, I have worked with dozens of CEOs, some newly appointed, others seasoned veterans. They lead complex organizations through uncertain markets, evolving regulations, and rising stakeholder expectations.
But when board meetings loom, it’s not the volatility of the market or the aggression of competitors that keeps them up at night. It’s the board itself.
Not the board’s oversight. But it’s unpredictability, its politics, its blind spots. And most frustrating of all — its unwillingness to listen and learn.
Walking on eggshells in the boardroom
In private, many CEOs are remarkably candid. They are not disengaged but quite the opposite. They are deeply invested in the organization’s mission, its people, and its future.
But they often walk a tightrope during board interactions, carefully curating PowerPoints, avoiding direct conflict, and politely dodging uninformed suggestions that threaten strategic coherence.
They are managing boardroom risk more cautiously than enterprise risk.
What does that mean?
It means skipping bold ideas because the board “won’t get it.”, avoiding candor in favor of consensus and presenting what’s palatable, not what’s urgent.
The dangerous performance of politeness
Just because your CEO is composed and courteous in board meetings doesn’t mean they are content. Silence is not agreement, and a nod is not endorsement.
If your CEO has never challenged your assumptions, confided a concern, or disagreed with your direction, it’s not because they’re passive.
It’s because your boardroom isn’t safe for the truth; you cannot govern what you cannot hear
Boards thrive on information. But too often, they get filtered narratives instead of real insight. That’s not because CEOs are dishonest. It’s because many boards haven’t created the psychological safety necessary for honest, strategic dialogue.
If your boardroom prioritizes performance over partnership, posturing over progress, you risk losing your best leaders, first in voice, then in exit.
What you can do as a board member
Invite a challenge. Ask your CEO what keeps them up at night and mean it. Listen without defending. Don’t turn every disagreement into a debate.
Reward courage. When your CEO brings hard truths to the table, thank them even if it stings. Avoid boardroom theatre. Governance is not performance art. It’s strategic stewardship.
Great boards create space for truth. Weak ones drive it underground. The choice is yours.
I remain Mr. Strategy
