What CEOs Really Want From Their Boards

By Abby Adlerman and Wendy Daines 

Every board member has wondered at some point: Am I adding the kind of value my CEO truly needs? Earlier this year we asked board chairs and other leaders about governing in this challenging environment and how directors might focus their efforts to be most effective. Valuable as those perspectives are, they’re only one side of the coin. To present a holistic view, over the last several months we asked CEOs for their views on what makes for an effective board. 

The responses of the many business leaders we spoke with painted a consistent picture. CEOs appreciate altitude, not interference. They value strategy over scrutiny, debate without ego, and alignment that inspires confidence both inside the company and with outside stakeholders. 

We distilled our conversations into the following five qualities that directors can embrace to rise above the mechanics of governance and deliver the peak performance their CEOs count on. If some of these insights sound uncomfortably familiar, it could be that they are ideas your CEO has been gently advancing and would tell you, if you asked. 

1.    Mutual Trust: Earned Through Transparency and Courage

“Full transparency. Company situations are so complex these days that there is no room to hide anything, but that takes courage.” 

CEOs describe the most valuable board contributions as grounded in deep trust, built not just over time but through principled transparency. That means a board-CEO relationship that favors open dialogue even when the answers aren't clear and a willingness to share doubts, tradeoffs, and discomfort without fear. This kind of honesty requires courage from the CEO and humility from the board. When this level of transparency is in place, it unlocks confidence in one another. And with the trust that emanates comes opportunity, alignment, and partnership to drive long-term value creation. 

2. Strategic Engagement, Not Just Oversight 

“We are prioritizing bringing on board members with skill sets that can really test and challenge the strategic direction.” 

Long gone are the days of the board dialing it in with passive oversight or routine participation. Today’s CEOs seek active, strategic engagement with their board.  Directors are expected to show up consistently and contribute meaningfully at, and often between meetings, always with an eye toward advancing the company’s long-term direction. Understanding the company’s vision, its market opportunities, and the business dynamics, allow the board to share conviction about the potential of the business. Notably, the most effective directors operate at altitude, offering insight on strategy and risk without drifting into execution. They align with the company’s long-term goals while still testing management’s assumptions, helping them sharpen and drive strategy in ways that resonate internally and in the market. 

3. Healthy Challenge, Without Overstepping 

“Healthy debate is good, the board pushing management and management asking questions of the board.” 

CEOs want boards that engage enough to probe and challenge while bringing self-awareness and discipline to avoid micromanaging. The best directors know how to ask the hard questions without crossing into operational territory. They act as a strategic counterweight, not a second management team. What matters most goes beyond the expertise a director brings – it’s how they use it: with focus, restraint, and an eye toward long-term impact. A true boardroom partnership requires empathy and calm so that management can surface risks and unknowns honestly, confident that the board will respond with a valuable perspective. 

4. Substance in Every Seat 

“Diversity of perspective is wildly valuable.” 

The most effective boards are built on capability, not checkboxes. CEOs want directors chosen for what they contribute, not the credentials they bring on paper. That means seeking well-rounded business minds who can see challenges and opportunities from multiple perspectives. It also means ensuring that every board member has the curiosity, agility, and commitment to evolve with the company. More than anything, the ability to add value where and when it counts is what CEOs want. Diversity has never been about optics for CEOs and now, more than ever, they’re seeking board members who offer fresh perspectives, real-world judgment, and the courage to see—and say—what others might miss. 

5. A Chair Who Acts as a Strategic Partner 

“The CEO job is very lonely. The team is around to weigh-in until it gets really hard, and the board is watching to see what you do. A Chair that helps frame the issues and also manage the board is invaluable. Moreover, it creates a safe place to share info that is immensely valuable to get through challenges.” 

CEOs are clear: a strong relationship with the board chair is one of the most powerful drivers of board effectiveness. When that partnership clicks, it reduces natural friction that comes with the territory, helping CEOs navigate pressure, shape the company’s narrative, and manage the board with clarity and confidence. CEOs often describe effective chairs as both agenda-setters and sounding boards. They listen deeply, offer direct feedback, surface perspectives early, and make sure difficult issues are addressed in the right forum. They allow discussion to flow and know when to close a topic with clarity, creating a boardroom environment that is candid, balanced, and productive. The best chairs create a space where the CEO can bring the full picture: the challenges, the weight of leadership, and even their hopes and doubts about the future. 

The Takeaway: Elevation Over Involvement 

The CEOs we spoke with weren’t looking for their boards to do more. Rather, they universally emphasized the value of higher-level engagement, grounded in trust, strategic clarity, and thoughtful contribution. They want boardrooms that are aligned in purpose, humble in attitude, rigorous in thinking, and offer a safe place to take risks. Having those elements in place promotes optimal performance -- and that’s what CEOs really want from their boards. 

The Last Word (From the CEOs, of course)

We ended our conversations by asking CEOs one simple question: “If there’s one piece of advice you’d give to other CEOs when building their boards, what would it be?” Their answers were candid, practical, and surprisingly consistent.

• “Transparency builds trust… trust builds opportunity… opportunity builds value creation. You have to trust your board, so figure that out as early as you can.” 

• “Never take your board relationships for granted. The health and quality of those relationships are ignored at your own peril as CEO. The ROI is really high.” 

• “Don’t be afraid of putting good people on your board. Good quality people will make you better not worse.”
  
  
• “Focus less on diversity and more on talent and value. Find the best people to get the most diverse perspectives.”
  
  
• “Give your board as much feedback as they give to you. Be clear where they’re adding value. They want to be useful and contribute to the success of the organization.”
  
  
• “Build the board you need that you are sure will help you as CEO in the areas where you need help and how you want to be helped.”  
  
  
• “Transparency in the recruiting process about where the company is, what they are going through and where they’re heading.”
  
  
• “Personality/Culture is the hardest piece, focus on the cultural fit. Help board members understand what is a fit and do the reference checks to confirm that.”
  
  
• “Don’t be afraid to act on non-performers. Make change respectfully and constructively. Trading mediocre for good is always worth it.”  
  
  
• “Be intentional about recruiting and succession planning; start with the archetypes you want on the board. Beware of the ‘purple unicorn’ that doesn't exist.” 
  
  Together, these voices form a clear message: building and leading a board is not a box to check, but an important opportunity for a CEO. When built with intention, the board becomes a source of strength, trust, and value creation. 

About the Authors

Abby Adlerman is CEO and founder of Boardspan, the leading software and tech-enabled services company focusing exclusively on the needs of boards of directors. She brings more than 25 years of governance and board experience to Boardspan’s clients and has developed a widespread reputation as a leading authority in the field. Previously, Abby was on the senior leadership team at Russell Reynolds where she oversaw the Asia Pac PE business from Singapore after leading the North America PE business and managing the San Francisco office. Abby spent 15 years on Wall Street working with boards and C-suite executives on a range of financing and M&A strategies. She has a BS in Engineering from Lafayette College and an MPPM from Yale University.

Wendy Daines is Board Search Practice Leader at Boardspan, guiding boards of directors in identifying and appointing exceptional board members. She draws on deep expertise in governance, leadership advisory, and executive talent to ensure every board search aligns with the organization’s strategic priorities and long-term success.

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