As 2025 approaches, the shifts shaping boardrooms worldwide are no longer subtly playing in the background; they're gaining momentum and reshaping how we think about boards, and their role in governance. The choices we make now will echo far beyond our organisations, influencing the broader world we all share.

This month, Future Directors ended our year of building our education and technology platforms with a brand new live event format: The Future Board Forum. This month’s One Thing is my summary of the discussion with our guest contributors (and fellow governance geeks), Erin Essenmacher, Lisa Coletta, and Matt Fullbrook.

For those of us dedicated to creating meaningful change, one of the most persistent issues in corporate (or organisational) governance today is the misalignment of incentives. We know that incentives are powerful drivers of action, guiding priorities and outcomes. But often, they nudge companies in ways that feel at odds with the impact we are here to achieve, especially when short-term performance becomes the sole focus.

Financials are supposed to provide clarity and insight, yet they often leave stakeholders in the dark, unsure of the story behind the numbers. The ‘so what?’

During my recent conversation with Dr. David Bond, who has launched his new Financial Governance for Board Members course on the Future Directors Hub, we discussed how the financials -which are at the heart of so many board decisions- can become a point of confusion and mistrust. 

Is your board nice or kind? There is a dangerous temptation to prioritise playing “nice” in the boardroom.

Niceness is often associated with a desire to please, avoid conflict, and maintain surface-level harmony. However, when leaders prioritise niceness, it can become a curse - leading to unresolved issues, superficial discussions, and a lack of accountability.

It’s that very instinct that is holding your board back!

When asked about the most crucial, overarching character trait of any highly effective board member, my answer is always the same. So, pardon the pun, but this month's One Thing article is all about - you guessed it - one thing! 

But, before I share my observation, there have been many pretenders vying for the throne ...

Much of board education likes to zero in on technical knowledge—keeping up with regulatory updates, sharpening financial skills, risk management, and staying on top of industry trends.

These are crucial, no doubt. But they're only one part of the picture.

The other, often overlooked part, is about human skills—the real heart of what makes a board effective.