Setting Your Strategic Board Agenda: A Tool for Future-Focused Governance
A well-organised board agenda is more than just a checklist for directors. It’s a critical tool that shapes the discussions and decisions made in every meeting, driving the future of the organisation. In the recent BoardPro webinar, ‘Setting the Strategic Board Agenda’, governance experts Sonya Beyers, Governance By Design, and Margot Foster, Boardroom Excellence, and I came together to discuss how a carefully structured agenda helps boards focus on what truly matters—strategy, long-term goals, and the big-picture issues that influence an organisation’s success.
When we look at agendas today, many boards still struggle to put important strategic discussions front and centre. Meetings often get sidetracked by operational details, leaving little time to address the more impactful, future-oriented decisions that really move the organisation forward. If your board is going to be effective, the agenda must reflect a focus on strategic issues—not just routine matters or operational reports.
The agenda: A strategic tool, not just a schedule
For a board to remain future-focused, the agenda should act as a framework that brings strategic decisions into sharp relief. One of the simplest ways to achieve this is by positioning the organisation’s vision or purpose statement at the top of the agenda. This simple move reminds directors from the outset of why they’re there: not to merely report on past activities, but to shape the organisation’s future. Keeping that vision front and centre ensures that each discussion stays aligned with long-term objectives, guiding decisions that benefit the communities the organisation serves.
By contrast, when an agenda is packed with operational updates and administrative matters, it tends to steer the board’s attention towards day-to-day issues. While those are important, they should not dominate the time directors spend together. Key strategic topics need to be prioritised, particularly at the start of the meeting when directors have the most mental energy.
Who owns the agenda?
The chair of the board holds ultimate responsibility for the agenda. It’s up to them to make sure the big issues are given priority, even if there are pressures to add operational updates or other less critical items. While directors and management may suggest topics for the agenda, the chair has the final say on what makes the cut. This decision-making power is crucial in ensuring the board remains focused on its strategic role rather than getting lost in the details of running the organisation.
It’s not about excluding input from directors or staff—far from it. Directors are encouraged to propose items for discussion, but they should justify why those topics belong on the agenda in terms of their strategic relevance. If a director believes a topic is crucial, they must present it in a way that aligns with the board’s broader objectives.
Maximising time with a consent agenda
One practical way to make more room for strategic discussions is by using a consent agenda. This approach groups routine items—such as reports for noting—into a single block that can be approved without discussion. It’s an effective way to clear the deck of minor matters, freeing up time for the more significant conversations.
But for consent agendas to work, directors must do their homework. They need to read the reports beforehand, so they can raise any concerns prior to the meeting. This approach forces directors to be prepared, ensuring that everyone arrives ready to focus on the key decisions rather than wasting time on items that don’t need discussion.
Bringing strategic questions into the boardroom
Board reports often fall short of prompting meaningful strategic discussion. Instead of just presenting operational updates, reports should frame strategic questions—the kind that prompt directors to think critically about the future of the organisation. Every board report should include a section that highlights the strategic implications of the information being presented.
For example, if the CEO provides a report on the company’s performance, it should also include questions like, ‘What are the long-term risks associated with this performance?’ or ‘How does this align with our future growth strategy?’ These questions direct the board’s attention to the big-picture issues, encouraging a deeper, more forward-looking conversation.
Turning risk into opportunity
Risk management is another area where boards can easily get caught up in the mechanics rather than focusing on strategic implications. Reviewing a risk register is important, but boards shouldn’t just look at risks in isolation. They need to ask, ‘What opportunities could arise from managing this risk well?’ and ‘How can we turn this challenge into a competitive advantage?’ By taking this approach, boards shift their focus from merely mitigating risk to actively leveraging it. For example, if cybersecurity is a key risk for the organisation, the conversation shouldn’t stop at ensuring systems are secure. It should extend to how the organisation can use its advanced cybersecurity protocols as a selling point to customers or as a platform for developing new products or services.
Leading indicators: Predicting the future, not reacting to the past
Too often, board meetings focus on reviewing past performance through lagging indicators, such as financial reports. While these are important, they do little to inform decisions about the future. Instead, boards should place greater emphasis on leading indicators—the data points that can predict future outcomes.
For example, if customer satisfaction is a leading indicator of future revenue, the board should focus its attention on understanding those trends, rather than simply reviewing last quarter’s sales figures. By shifting the focus from what has already happened to what is likely to happen, boards can be more proactive in shaping the future.
The role of board committees
Board committees play a vital role in freeing up time for strategic discussions. Committees—such as audit or governance committees—can examine the operational details and then report back to the full board with the key takeaways. This allows the board to focus its time on higher-level strategy, rather than getting bogged down in the minutiae of operational reports.
It’s important, though, that committee reports don’t just recite what happened in the meeting. They should highlight the strategic decisions or risks that the full board needs to address, ensuring that the focus stays on the future.
A strategic agenda for every meeting
Every board meeting should be about making decisions that create the future of the organisation. That’s why the structure of the agenda matters so much. By prioritising strategic discussions, asking the right questions, and managing time effectively, boards can ensure they’re focused on the long-term goals that matter most.
While operational issues will always need to be addressed, they shouldn’t dominate the conversation. Instead, the board’s time should be spent on the big-picture decisions that shape the future—whether that’s through strategic questions in reports, leveraging risk for opportunity, or focusing on leading indicators.
A well-structured agenda is one of the most effective tools a board has to steer the organisation towards its vision. By keeping the focus on strategy, boards can be confident that their meetings are productive, forward-thinking, and aligned with the organisation’s long-term success.
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