On boardcraft

(Aug 31, 2026. Link to new essay added. Boardcraft: The essence of high-performing boards)

In recent months, there has been a rising level of interest in Boardcraft, a new philosophy of board work. Word is getting it seems, so a précis is probably timely.

Curious? Grab a coffee and read on…

Boardcraft is a term I coined: a governance-focused initiative to help boards operate well in practice—not just describe on paper what they are supposed to do. At its core, Boardcraft is about treating board work (i.e., corporate governance) as a practical craft to help boards more from a compliance mindset to a performance mindset. This is a philosophical shift, not just an operational adjustment.

Why is this important? Many boards comply with prevailing statutes and governance codes, but they, or the companies they govern, still perform poorly. The underlying problem is a barrier lying in plain sight: one cannot comply their way to a great outcome.

Boardcraft offers a pathway forward for boards wanting to break the mould—to govern with impact. 

The big shift is this: Effective governance is not a product of structures, policies, or independence per se; it emerges from the quality of thinking, interaction, and decision-making in the boardroom. What is more, Boardcraft is not something I dreamt up at a whiteboard or while driving my old car: it is the product of ground-breaking research conducted a decade ago. In essence, it helps boards understand:

• The capabilities, activities and behaviours necessary if boards are to exert influence beyond the boardroom, especially on organisational performance
• How to make high-quality decisions together
• How to handle conflict and disagreement
• How chairs can lead effective discussions
• The board's role in shaping strategy, not just approving management's proposals

Ultimately, Boardcraft is more than a mindset—it is a philosophy, to help boards improve their judgement, oversight, steerage and guidance; work as a functional group and make great decisions (think: positive board dynamics); and, ultimately, drive high levels of organisational performance and outcomes. In effect, to embrace Boardcraft is to strive to govern with impact.

Boards and directors interest to learn about Boardcraft, the Strategic Governance Framework (the underlying foundation), and how to embrace Boardcraft in practice have several options:

• Curated workshops and board development sessions (half-, full- and two-day options)
• Private briefings, coaching and mentoring, for chairs and/or whole boards
• Governance diagnostics (assess current board function and performance)
• Real-world case studies, rather than textbook or theoretical models
• Private advisory assistance

If you want to learn more, check my latest essay (link updated Aug 2026). If you have questions or want to explore this further, please get in touch. I am available globally.

PS: The headline picture is not of a photo of me; it is an AI-generated image. Pretty good eh?