When organizations face turbulent times—whether due to economic uncertainty, leadership transitions, industry disruption, or public scrutiny—boards can either be a lifeline or a liability. Unfortunately, many boards tend to retreat into passivity or micromanagement under pressure. As an executive or board chair, your challenge is to steer the board toward active, constructive engagement that strengthens governance and helps the organization navigate the storm.
Here are strategic steps to elevate board engagement when it matters most:
1. Acknowledge the Turbulence Honestly
Boards need clarity, not spin. Start with transparency. Frame the challenges you’re facing with data, context, and candor. Whether it’s a cash flow crisis, reputational risk, or a disruptive competitor, honesty sets the stage for trust and collective problem-solving. When leaders acknowledge turbulence without sugarcoating it, boards are more likely to lean in with focus and urgency.
Tip: Use scenario planning to outline best-case, likely, and worst-case outcomes. Invite board input into these assessments early.
2. Sharpen the Board’s Purpose
In times of crisis, it’s easy for boards to either overstep into operational territory or withdraw altogether. Reinforce the board’s unique role: strategy, oversight, and stewardship. Clarify how they can be most useful—whether it’s helping you think through long-term pivots, stress-testing key assumptions, or serving as ambassadors to external stakeholders.
Tip: Use this moment to revisit the board charter and reaffirm core responsibilities.
3. Increase Communication, But Be Strategic
Turbulent times require more frequent and more focused communication. Instead of overloading the board with every operational update, offer curated insights that highlight key risks, decisions, and strategic questions. Provide a digest of metrics that truly matter.
Tip: Shift from information-dumping to insight-sharing. Consider biweekly briefings or special-purpose calls with a tight agenda and time-bound format.
4. Tap into Board Members’ Strengths
Most boards are full of untapped expertise. In turbulent times, your directors’ networks, industry knowledge, and crisis experience are especially valuable. But they may not know how to contribute unless invited. Match members to critical areas—finance, legal, communications—and form short-term task forces if needed.
Tip: Make one-on-one calls to ask directors directly where they feel they can contribute most right now.
5. Foster Unity and Psychological Safety
Turbulence can magnify fault lines in a boardroom. Now is the time to reinforce unity and a shared commitment to the organization’s mission. Create space for respectful disagreement but ensure everyone feels heard and supported. A divided board slows decision-making and damages morale.
Tip: Start meetings with a brief check-in round or a reaffirmation of shared goals. Don’t underestimate the power of a few minutes of humanity.
6. Empower the Chair and Key Committees
In a crisis, nimbleness matters. A strong board chair can be a bridge between management and directors—offering feedback, pressure-testing ideas, and surfacing concerns before they become problems. Similarly, key committees (finance, risk, audit) may need to meet more frequently to stay ahead.
Tip: Set clear expectations with the chair on how decisions will be made and communicated between meetings.
7. Invest in Board Development
Crises often reveal skill gaps. Does your board understand cybersecurity, stakeholder activism, or DEI strategy well enough to provide guidance? If not, now is the time to offer just-in-time education. Bring in external experts or conduct short, focused sessions as part of regular meetings.
Tip: Ask directors what topics they feel underprepared for, then tailor sessions accordingly.
8. Celebrate Contributions and Progress
Even small wins matter in hard times. Recognize when the board’s advice led to a positive outcome. Express appreciation for their time and effort. This fosters commitment and a sense of shared ownership.
Tip: End each board meeting with a “what worked well” moment to reinforce value and build forward momentum.
Final Thought
A disengaged board is a missed opportunity—especially in times of flux. But an engaged board can serve as a powerful strategic asset. By being proactive, transparent, and intentional about how you work with your board, you not only improve governance—you create a stronger, more resilient organization.
In turbulence, the goal isn’t just survival. It’s steering through the storm with clarity, courage, and collective wisdom. At Han Group, we’re here to help—please contact us with any questions.
