Addressing Board Objections to Self-Assessment

Imagine a board member researching ways to improve their participation on a board of directors. During this process, the member discovers valuable articles on board self-assessment and becomes intrigued by how these tools could enhance overall board performance. Excited by the potential, the member requests that self-assessments be added to the upcoming agenda and prepares a presentation on their benefits.

Now imagine that same board member’s surprise when fellow board members seem bored and disinterested during the presentation. By the end, several members express the opinion that their board is functioning just fine. Even more surprisingly, a few members raise specific objections to implementing self-assessments. The presenting board member is left bewildered, wondering how such a well-intentioned idea could be rejected so quickly.

This fictional board member quickly learns what many innovative board members already know: not everyone is immediately open to the idea of board self-assessments. When preparing a presentation on this topic, it’s wise to anticipate common objections and be ready with clear, thoughtful responses. Doing so can help shift the tone of the conversation when resistance arises.

Addressing Objections

The primary role of a board is to oversee the organization’s management and ensure it remains healthy and successful. This is achieved through collaboration with management and oversight of organizational reports, industry trends, and stakeholder feedback. Without regularly evaluating their own effectiveness, boards risk declining performance. A survey by The Governance Institute found that boards that prioritize self-assessments are more likely to be high-performing. While this is a compelling overall response to skepticism, it’s also important to address specific objections directly, as outlined below.

Five Common Objections to Self-Assessment

1. “Self-Assessments Are Not Necessary”

Some board members may feel that everything is running smoothly and there's no need for change. While that might appear to be true, this mindset can overlook hidden risks or missed opportunities. Self-assessments provide a structured way to reflect on performance and ensure accountability, even when things seem to be going well.

2. “We Don’t Need Changes”

This objection offers a perfect opportunity to begin a conversation about the board’s top priorities. Differences in opinions can help identify gaps in focus and performance. Self-assessments offer a practical tool for highlighting strengths, pinpointing areas for improvement, and aligning on shared priorities in a manageable way.

3. “We Don’t Have Time”

Boards always make time for high-priority issues. The key here is getting consensus that self-assessment belongs on that list. Supporters can bolster their case by presenting a reasonable timeline and demonstrating that the process can be efficient and minimally disruptive.

4. “We’ve Done It Before With Poor Results”

If previous self-assessments were ineffective, it may be due to poor tools or generic templates that didn’t align with the board’s unique context. A dedicated committee could explore better tools and templates tailored to the organization’s needs.

5. “We Have More Pressing Business”

It’s true that urgent matters may take precedence. However, keeping self-assessment on the priority list can help the board anticipate and better manage future challenges. Effective self-reflection can ultimately lead to more efficient governance during times of crisis.

A presentation on self-assessment may not always be met with enthusiasm, but delivering it with energy and preparedness can make a difference. Citing evidence such as the Leading with Intent survey, which found that 51% of organizations conduct formal board self-assessments, can lend credibility. Being ready with thoughtful responses to common objections can help turn skeptics into supporters. Even if some members remain unconvinced, there may be enough open-minded individuals to support a motion to begin using self-assessments—an important step toward long-term board effectiveness.