From Good to Great: How Strategic Board Reporting Elevates Executive Performance

➡️ Here's a wake-up call: Only 53% of board reporting is considered moderately effective.

If you're an executive aspiring to board roles or seeking to maximize your strategic impact, this statistic represents both a challenge and an extraordinary opportunity.

At a recent National Association of Corporate Directors presentation on "Utilizing Effective Board Reporting for Strategic Excellence," industry leaders* revealed the frameworks that separate good executives from great ones. It all comes down to how you think about and communicate strategy.

The Strategic Mindset Shift

The most effective executives understand that board reporting isn't about perfecting presentations—it's about fostering strategic conversations. As one presenter noted: "Board books should be a conversation, not a presentation."

This insight applies beyond the boardroom. Whether you're reporting to your CEO or developing your team, shift from information delivery to strategic dialogue.

The 3 C's Framework

The best reporting follows three principles that every executive can apply:

Concise: Limit sections to five slides maximum, with bullet-point summaries. Details go in appendices. This discipline forces you to identify what truly matters.

Coherent: Create clear narratives connecting historical performance to future strategy. Ask: "What were our assumptions, what proved accurate, and what does this mean for our path forward?"

Consistent: Develop frameworks and build from them systematically. Strategy requires discipline—it can't be squeezed out by operational urgencies.

The Strategic Balance: Looking Back to Look Forward

High-performing executives master the balance between historical insight and forward-thinking strategy. The key insight: "Historical data is only important to a point."

Strategic questions that matter:

• What assumptions did we make, and which proved accurate?

• How much debt exposure do we have, and what's our lender relationships?

• When do key obligations come due, and how will we refinance?

• What capabilities do we need for tomorrow's challenges?

This transforms routine reporting into strategic advantage.

Coaching Applications for HR Professionals

These insights reveal powerful development opportunities:

Visibility as Development: When giving emerging leaders board exposure, coach them to "lead a discussion, not deliver a presentation." This single shift dramatically elevates executive presence.

Cross-Functional Perspective: Encourage executives to serve on boards to understand governance perspectives. This transforms how they communicate strategy internally.

Strategic Questions to Ask:

• How can we format meetings to generate discussion rather than Q&A?

• What framework are we building from, and how does it evolve?

• Are we helping leadership think about challenges they might not see?

The Operational Discipline

Excellence requires disciplined focus. Avoid drilling too deep into operational details. Apply this same discipline:

• Time Management: Carve out dedicated time for strategic thinking

• Communication Timing: Send materials a week in advance, not two days

• Continuous Evolution: Update reporting frameworks based on stakeholder input

The Leadership Opportunity

Effective reporting is really about effective thinking. When you master strategic communication discipline, you become the leader others turn to for clarity in complexity.

This isn't just about better presentations—it's about developing the strategic mindset that positions you for greater responsibility.

Key Action Steps:

1. Apply the 3 C's framework to your next strategic presentation

2. Practice leading discussions rather than delivering information

3. Develop frameworks balancing historical insight with forward strategy

4. Create space for strategic thinking that operational urgencies crowd out

The Bottom Line

In a world where only 53% of strategic reporting is moderately effective, mastering these principles provides immediate competitive advantage. Executives who understand that great reporting equals great strategic thinking will lead tomorrow's organizations.

The question isn't whether you'll encounter board-level expectations—it's whether you'll be ready to exceed them.

Your Turn

I'd love to hear: What strategic communication challenges are you navigating? Reply to this email with your insights.

To your success,

Amii

* My thanks to NACD members Jay Jacobs, Lawrence Taylor, Steve Healy, and Stu Dalheim for sharing their insights on this topic.