Board Bound Reflections:What Q3 Taught Me About the Boardroom in Today’s World

I am just coming off our final board meeting of the year, our Q3 review. As is typical, year-end results won’t be covered until next year. But walking out of that boardroom left me reflecting on what it really means to serve as a director in today’s unpredictable environment, and what we must hold top-of-mind as leaders guiding companies through constant change.

Yes, of course, boards are responsible for the core fundamentals: return on investment, share price performance, shareholder value, and sustainable growth. But the heartbeat of good governance is deeper than the financial scoreboard. For me, it rests in the conversations with management, the tone and texture of their presentations, and the discipline of listening for what’s not being said.

The Biggest Risks Ahead are Often the Ones We Do Not Control

AI. Cybersecurity. Talent retention and attraction. Geopolitical instability. Rapid industry shifts that can outpace even the best strategy.

And 2025, let’s just be honest, has been a year of upheaval on multiple fronts. Every company I work with or observe feels that slight edge…that awareness that another major shift could come at any time. Good boards are talking about it. Great boards are preparing for it.

The Boardroom Starts with Self-Awareness: What Is Your Ideal Board?

One topic I teach often, and revisit for myself regularly, is the importance of defining your ideal board.

Not the board you think you should pursue.

Not the board someone else thinks you would be great for.

Your ideal board.

That clarity matters.

It includes the obvious:

• What sector energizes you?

• What size of company aligns with your experience?

• What business model or mission excites you?

Who Do You Want to be in the Boardroom With?

Because you will be invited to board opportunities that, after proper due diligence, simply are not the right fit. And it is not only acceptable, but essential, to say no. Every “no” sharpens your clarity for the right “yes.”

I have seen it repeatedly with leaders I train, and I have experienced it personally: When you are clear about what you want, the right opportunities begin to find you.

It is far more effective than casting a wide net and declaring, “I just want to be on a board.”

What kind of board? Who is running it? How do they make money? How do they treat their customers? What is their track record? How is the share price performing if it is a public company?

These are not small questions. They are the foundation of whether you will thrive, or simply survive, once you are in the seat.

Lessons From the Imperfect Seats

One of the most powerful parts of the board journey is discovering what you don’t want. And sometimes, that clarity only comes through experience.

• We don’t always end up in ideal environments.

• Sometimes we are uncomfortable.

• Sometimes it is not what we expected.

• Sometimes it simply does not work out.

I have had a couple of those experiences myself, maybe someday I will share those stories. What matters is this: every seat teaches us something, even the imperfect ones. Especially the imperfect ones.

Foresight, Clarity, and Alignment

The Q3 boardroom reminded me once again that governance is not just about numbers, it is about foresight, clarity, and alignment.

• Know what you want.

• Know who you are willing to serve with.

• Stay aware of the shifting world around you.

• And trust that clarity always attracts the right opportunities.

That is what I have for you this month, and I hope it helps you stay Bound for Boards, with confidence, intention, and purpose.