When to Support. When to Challenge. The Board's Tightrope

With mutual trust, clear boundaries, and a shared commitment to long-term value creation, boards can be both a source of strength and a force for accountability.

- ROOPA KUDVA

BOARDS OCCUPY a unique and delicate position in any organisation. They are not operational leaders, nor are they passive observers. Their role is to guide, oversee, and at times intervene. But knowing when to support and when to challenge management is one of the toughest—and most important—judgments a board must make.

The board's ability to strike this balance can elevate or erode a company’s performance. Support without scrutiny can lead to complacency. Challenge without trust can result in paralysis. The most effective boards know how to do both, and when.

The nature of the relationship

The board-CEO relationship is central to governance. A high-functioning board offers strategic guidance, opens doors, and provides a sounding board in times of uncertainty. It also holds management accountable, asks tough questions, and intervenes when necessary.

The foundation of this relationship is trust. But trust does not mean agreement. In fact, it is trust that allows for disagreement. Boards that can offer robust challenge while maintaining respect are far more effective than those that either rubber-stamp decisions or fall into adversarial dynamics.

What support looks like

Support goes beyond encouragement. It includes:

Strategic alignment: Approving and helping shape long-term strategies, not just evaluating performance.

Guidance through complexity: Sharing perspectives on macroeconomic shifts, regulatory risks, or geopolitical developments.

Opening networks: Connecting management to partners, customers, investors, or policymakers.

Crisis assistance: Helping to stabilise the organisation in moments of distress—whether financial, reputational, or operational.