The Savvy Director Blog

Disruption risk is the potential for unexpected events that can interrupt or significantly alter an organization’s operations, market position, or strategic direction.

Disruptions can be caused by factors such as technological advancements, market shifts, regulatory changes, natural disasters, or other unforeseen events. The potential impact ranges from minor operational hiccups to significant threats to sheer survival.

Such is the case with tariffs.

In today's complex global economy,...

“That’s a big decision. I’m going to sleep on it.”

What kinds of decisions require additional time to consider?

• Maybe someone has made you a job offer - but it feels like it might not be the right move.
• Or let’s say you are a CEO who needs to decide between two outstanding candidates for the CFO position. Both are great, but for different reasons.
• Is it time for a new vehicle? Maybe it would be best to lease for the next three years. You’re thinking about...

Authenticity is a popular word among business leaders these days. Managers are advised to bring their full selves to the office, to engage in frank conversations, and to tell personal stories as a way of building trust and improving group performance. It’s a powerful way to lead with purpose and integrity.

That got me thinking about how authentic leadership might apply in the boardroom. Can board directors adopt an authentic leadership style in the boardroom? And even if they can,...

One of our duties as board directors is to challenge management. Some directors find it hard to challenge because they don’t want to offend. Others are eager to challenge but end up leaving resentment and hard feelings behind.

How can we find a balance so we can fulfill our duty and yet still maintain a positive relationship with management?

The answer is constructive challenge — the practice of asking questions in board and committee meetings with the purpose of providing...

We often hear from readers looking for ways to elevate their boardroom discussions to a more strategic level. That makes sense. Strategic discussions are more interesting, forward thinking, and robust than those that drill down into the minutiae of operations.

When the agenda and reading material don’t reflect the organization’s high level strategy - instead being filled with pages of execution detail and ‘busy work’ metrics - is it any wonder directors slow the...

In the first Savvy Director post of 2025, we’ll take a look at some of the challenges and opportunities our boards may be facing as the year unfolds.

Of course, the impact of external pressures and governance trends varies considerably based on factors like your industry sector, type of organization, and geographic location. That means that some of the items we cover here will apply to your situation, and others won’t — at least not directly.

Still, it’s a good idea...

The working dynamics between board directors, and how they collaborate when making key decisions, is a topic of endless curiosity for me. How do directors strike the right balance between constructive dissent and getting along?

Should directors be a team or behave more like a team? And what can we, as directors, learn from high-performing sports teams?

No matter how many superstars are at the board table, a key driver of success is the ability to build strong working relationships between...

Over the course of a year, a board of directors must review key information, approve important documents, hold vital discussions, and make critical decisions. How do they stay on track?

The annual board calendar is a valuable tool to ensure that all these events happen at the right time. It’s more than just a list of dates and times. It’s a document that needs to be well thought out and carefully considered.

Think of the board calendar as a planning tool to help the board govern...

Ensuring that the annual operating budget is aligned with the strategic plan was one of my greatest takeaways when I was enduring ‘audit committee weekend’ as part of a corporate director certification program many years ago.

I learned that many of the best questions for management come from non-financial people like me around the board table. Why would that be?

While I believe the audit partners teaching that program module wanted to get the non-financial people excited about...