Communicating feedback to the board is not just about conveying information; it's about articulating a clear vision of the impact we aim to achieve. Your message should serve as a compass, guiding the board towards a shared understanding of the organizational goals and the necessary steps to achieve them. When formulating your message, consider the specific outcomes you want to see. Clearly outline the desired changes, improvements, or strategic shifts that will propel the organization forward. By doing so, you provide the board with a tangible roadmap, making it easier for them to align their actions with the overarching mission. Furthermore, consider the emotional and reactive elements you hope to evoke from the board.

Make your goals more meaningful by thinking about what different people on the board care about. When you give feedback, talk about things that matter to each of them and show how your ideas fit into the big picture, not just short-term goals. Talk about your thoughts as a group conversation, so everyone can share helpful ideas. Doing this not only makes your goals clearer but also builds a strong, working relationship between executives and the board.

Feedback is an opportunity to build the trust. In the beginning make sure your intent is clear and also it's perfectly ok to hold back when you are still coming up to speed and on company's vision.

This is very important, you have to know how your communication will assist the board members in their goals for the company, if you have insight in how it would further personal goals as well it would be advantageous. Most important what is your purpose and how is this aligned with that purpose. The board have you to achieve your purpose if you set communication outside of that you will likely run into trouble.

For targeted improvement, be specific and descriptive so your employees understand exactly what it is you want them to do or change. (And always focus on the specific behavior itself, not the person.) This will not only lead to better outcomes in behavior and performance, but it will reduce confusion and frustration, both of which can lead to lower morale and disengagement.

Timing is indeed a critical factor when delivering feedback to the board of directors. Providing feedback in a timely manner ensures that it is relevant and can have a more immediate impact on decision-making and organizational strategies. Ideally, feedback should be integrated into scheduled review sessions or appropriate meetings, aligning with the natural flow of discussions related to performance, strategy, or key initiatives. In addition to timing, the format of communication is equally crucial. Different situations may call for varied communication methods, and tailoring the format to the nature of the feedback can enhance its effectiveness.

Think about when the board is taking time to think instead of quickly reacting. Use casual settings, like retreats or social events, to share feedback in a relaxed way. Choose ways of talking that let everyone join in and understand each other well. Show you want to work together by suggesting a special time for a full conversation. Doing this not only picks the right time and way to talk but also makes sure it's a good and useful conversation.

Particularmente entendo que o feedback presencial, olho no olho, e individual seja uma estratégia mais vencedora do que um feedback coletivo dentro da reunião do Conselho de Administração. Claro que a própria discussão, durante as reuniões, pode ser considerada feedback para alguns. Para mim, todavia, discussão de pauta, à partir de diferentes pontos de vista, é matéria-prima para o enriquecimento das decisões presentes. E feedback é conteúdo estruturado para melhoria da dinâmica do grupo em prol de decisões estratégicas mais efetivas no futuro.

When giving feedback to your board of directors, be specific, constructive, and focus on facts rather than emotions. Use clear examples and provide actionable suggestions for improvement. Also, ensure that the feedback is timely and delivered in a respectful manner to foster open communication and continuous improvement.

In one sentence: maintain Professionalism Maintaining professionalism in feedback sessions is paramount; focus on the issues at hand, avoid personal attacks, and approach discussions as a solution-maker rather than aiming to prove someone's irrelevance. Be pertinent and concise, you can use a reverse funnel approach by starting by what you want people to keep in mind (results, figures, key points) before diving on details whose pertinence can varies following your interlocutor. Remember, the objective is not to discredit individuals but to collaboratively work towards solutions.

Make your feedback more detailed by connecting it to bigger trends or what other companies are doing. Show data that compares how things are now to what's considered the best way to do things. Talk not just about what needs to get better but also about ways to grow. When you give evidence, focus on how changes can help the board reach its big goals. Doing this gives a complete view and makes it a helpful conversation for getting better, not just pointing out problems.

Start by setting the stage. Highlight the positives first—acknowledge their strengths, their strategic direction, the wins they've facilitated. Then, segue into the areas where improvement can fuel progress. Be the bearer of reality but also the torchbearer of solutions. Let numbers, trends, and statistics do the talking. If you're advocating for a shift in strategy, substantiate it with market analysis, economic projections, or success stories from similar scenarios. Narratives are your ally. Use stories of other organizations or initiatives, especially those within Africa, that faced similar challenges and triumphed through strategic shifts. Present a roadmap, delineate steps for implementation, and allocate responsibilities.

Really amazing and even impressive, this is truly professionalism. This is even servant leadership . Nowadays, people confuse everything just in view of being at the first place without knowing that reporting is a collaborative work with the main objective of not only correcting the issue but also letting people knowing the risk of not doing well for themselves and also the enterprise, then how to progress.

As a board member across various entities, I've learned about how important giving effective feedback is for the success of the organisation. Simple steps that matter: Positive & Constructive Language: Use encouraging, respectful words. Clarity & Courtesy: Be clear and polite, avoiding negative tones. Specific Suggestions: Offer concrete improvements, like enhancing presentations with visuals and data. Productivity Focus: Gently remind about timeliness for meeting efficiency. Feedback, when framed positively, fosters growth and strengthens board dynamics.

"Words matter. They may reflect reality, but they also have the power to change reality." - William Raspberry. When providing feedback to your board of directors, it's essential to balance honesty with tact. Start by acknowledging their efforts and contributions. Use phrases like, “I appreciate your dedication to...” or “Your work on... has been invaluable.” Then, present constructive feedback as opportunities for growth, saying things like, “An area for potential development could be...” or “A strategy we might explore is...”. This approach fosters a positive atmosphere for continuous improvement, encourages open dialogue, and demonstrates your respect for their roles and expertise.

When you talk about how things can get better, focus on what can grow. Instead of saying what's wrong, use words like "make better" or "improve" to show it's about working together. Encourage everyone to share ideas and be committed to getting better. Doing this keeps things positive and makes feedback a way for everyone to move forward together.

Turn feedback into a team discussion. Ask board members to share their ideas on how things can get better. Stress that everyone is working together for the success of the organization. Make it a place where everyone can talk openly, showing that every idea helps us make better decisions. By asking for feedback, you show that everyone is part of the team and working towards the same goals.

Dialogue and Conversation is a very important part of giving and receiving feedback. Collaboration is the key in achieving the goals for the company. Remember everyone's feedback and opinion matters and eventually achieving the result that everyone is aligned with goes a long way. Active listening plays a critical role here.

Whether it's stats, reports, facts or question. Following up on a conversation helps with building the trust among the board members. Also this will help you earn their respect.

Tie your feedback to the priorities and feedback they have given you (“as retaining top talent is a directive I have heard from you and very much support, I’d like to ask for your help with one aspect. A key part of my role in retaining top talent is to give the team clear and consistent strategic direction. While the company has many opportunities we can pursue, I believe the company and employees will benefit from our making some of the tough calls and shortening the list of focus areas. I’m not sure as a group we are fully aligned on that short list and would like your agreement on the following priorities, with a strong intention to stick to them unless materially new information arises that we must address..”

Alway Balance Positives and Negatives, While it's important to address areas of concern, also acknowledge the strengths and successes of the board. This balanced approach can make the board more receptive to your feedback. Try Offering Constructive Solutions, Whenever you point out a problem or area for improvement, try to offer potential solutions or ideas. This constructive approach demonstrates your commitment to the organization's success and helps foster a collaborative atmosphere.

I will call it "Know Your Audience, Really"... Specifically, Board members who are influential and can sway the direction of the issue at hand. An example, as the CFO I was tasked with preparing a report on acquiring a new head office that cost about 23% of our annual income. I knew I had to win over 2 key influencers on the board. Whilst the report was comprehensively and objectively presented, it was written in a style and language that would appeal to these 2 board members. In the subsequent meeting, they spoke passionately about "the case for"... You know the rest of the story.

Giving feedback to the Board has inherent fear & tension. Uninformed boards do too little or too much. Bob Weissman said “The board is essential saying, I want to be your helper, mentor, and coach, and I, therefore, want the discussions to be honest, open, and focused on objectives. But I also am a judge of your performance, which creates an implicit threat over your head.” Some pitfalls to be avoided, such as providing 1. perfunctory information & historical financial details, along with reports on the decisions the management has already made 2. reports designed to obscure the important issues with built-in defence 3. only positive news. Feedback should be designed to keep the directors engaged in the company's most significant issues.