The relationship between a company’s board and its executive leadership is one of the most critical drivers of organisational success.
In a world where businesses operate within tight economic constraints and competitive markets, this relationship is even more pivotal. Yet, there’s growing recognition that executives need more active and consistent support from their boards.
Traditionally, boards are seen as oversight bodies — responsible for governance, risk, and compliance. While those roles remain essential, today’s rapidly evolving landscape demands a more engaged approach.
In this article, we’ll explore the reasons executives need more support from their boards, and how boards can play a more effective and constructive role in organisational leadership.
1. Increasing Executive Complexity and Pressure
Executives today face a dramatically different business environment than they did a decade ago. The role has expanded to include:
- Digital transformation and technology disruption.
- Environmental, social, and governance obligations.
- Regulatory compliance under evolving laws.
- Cultural and wellbeing responsibilities across diverse teams.
- Managing stakeholder expectations, both internal and external.
Many executives work in relatively flat organisational structures, often with fewer resources and smaller teams compared to larger global markets. Without active board support, this can lead to burnout, poor decision-making under stress, or strategic drift.
2. Boards as Strategic Partners
More than ever, executives need boards to function as strategic sounding boards and collaborators.
A supportive board can:
- Provide industry insights and networks beyond what management may access alone.
- Help challenge assumptions and refine strategies.
- Facilitate external stakeholder relationships (e.g., investors, regulators, partners).
- Offer mentorship and guidance, especially during periods of uncertainty or transition.
Boards that limit their involvement to quarterly reviews or compliance checklists risk missing critical opportunities to add value to executive decisions.
3. Succession and Leadership Development Needs
New Zealand’s talent market is relatively small and competitive, particularly at the executive level. However, in many organisations, boards may not be proactive enough in this area. A lack of focus on talent development can result in:
- Difficulty retaining high-performing leaders.
- Insufficient bench strength during leadership transitions.
- Executive burnout from insufficient backup or shared leadership.
Support from the board can include coaching opportunities, education funding, mentoring relationships, and structured succession frameworks.
4. Need for Psychological Safety and Honest Dialogue
Executives often find themselves in positions where they are expected to ‘have all the answers.’ This can lead to isolation at the top, where leaders don’t feel safe to express doubts, raise concerns, or admit mistakes — especially if the board relationship feels overly critical.
Boards that foster psychological safety through trust-based relationships can make a significant difference by:
- Encouraging open dialogue and honest reporting.
- Showing empathy and understanding when challenges arise.
- Recognising effort and progress, not just results.
- Offering guidance without micromanaging.
5. Alignment Around Purpose and Long-Term Vision
Short-termism can be a real challenge for boards and executives alike, particularly in response to shareholder or stakeholder pressure. Boards that are solely focused on financial metrics may unintentionally pull executives away from purpose-driven, long-term strategic goals.
Executives need support in:
- Prioritising sustainability and ESG initiatives.
- Driving innovation and transformation.
- Building organisational culture and capability.
When boards align with and support these goals, they give executives the space and confidence to lead to success.
6. Risk and Crisis Management
Crises — such as pandemics, cyberattacks, or regulatory changes — put extraordinary pressure on executive teams. In these moments, the board’s role should shift from oversight to active support, helping navigate risk in real time.
Support can include:
- Helping assess and mitigate emerging risks.
- Providing additional governance bandwidth during urgent decision-making.
- Engaging specialist advisors or task forces.
- Communicating with external stakeholders on behalf of management.
Boards that sit back in crisis situations or focus solely on accountability after the fact can seriously undermine the executive’s ability to respond effectively.
Conclusion
In New Zealand’s evolving business environment, where organisations are expected to navigate complex change with limited resources, executive teams need more than oversight — they need partnership.
Boards that embrace a proactive, supportive approach can unlock significant value for their organisations by enabling executives to lead with confidence, clarity, and resilience.
When boards support their executives, they don’t just protect the organisation. They strengthen it from the inside out!
Need some advice?
We believe that great leadership is key to business success. Our Leadership & Development services are designed to help your leaders grow, overcome challenges, and unlock their full potential.
We’ll conduct board reviews, assessments and leadership evaluations – providing the tools and support needed for long-term organistional success.
Want a free consultation?
Flick us a message here – or contact Lisa Oakley at lisa@peopleassociates.nz or on 027 573 5483.
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