Five Questions

Joining a board as a new director can feel like stepping into a conversation already mid-sentence. The history is rich, the relationships are often well established, and the rhythms are familiar and well worn. In that context, credibility doesn’t come from talking more; it comes from asking better questions.

One of the most effective ways to begin contributing is through questions that signal strategic thinking, respect experience, and invite collective reflection—without challenging for the sake of it. The five questions below are ones worth keeping close in your first year on a board. Used well, they help you learn quickly, add value thoughtfully, and build trust while still doing the work directors are there to do.

The Five Questions

1. Strategy

“Which assumption in our strategy, if wrong, would most change the outcome?”

How to frame it: “I’m trying to understand where we’re most sensitive.”

This question surfaces core dependencies without second-guessing past decisions. It invites strategic clarity and shared awareness of what really matters.

2. Early Signals

“What would we expect to see if this strategy is working before it shows up in the financials?”

How to frame it: “I may be jumping ahead, but I’m curious about leading indicators.”

This shifts the conversation from hindsight to foresight and signals comfort with complexity and long-term value creation.

3. Risk

“What risk concerns management most that doesn’t always get full airtime at the board?”

How to frame it: “This is more about awareness than adding a new issue.”

Asked with care, this opens space for candour and reinforces the board’s role in stewardship, not micromanagement.

4. Focus & Trade-offs

“If we had to stop doing one thing to better support our priorities, what would it be?”

How to frame it: “Hypothetically, just to understand focus.”

This question highlights discipline and resource allocation without triggering defensiveness.

5. Board Value

“What would make this board’s input more useful to management right now?”

How to frame it: “Partly a self-check for me as a newer director.”

This signals humility, partnership, and a genuine desire to strengthen governance effectiveness.

A Final Thought

In your first year as a director, the goal isn’t to prove how much you know. It’s to demonstrate how you think, and how you help others think better. Well-placed questions do exactly that.

They honour experience, improve decision quality, and quietly establish your credibility as a thoughtful, strategic board member.