Three team members from The Discovery Group share practical wisdom on the most pressing board challenges facing social profit organizations today. Christoph Clodius (Vice President) explores strategic board recruitment beyond traditional skills matrices, Margaret McNeil (Senior Associate) outlines seven proven strategies for virtual and in-person board engagement, and together with Karen Gilmore (Senior Associate) they examine how healthy tension can strengthen rather than undermine board-CEO relationships.
Treating Board Recruitment Like Executive Search
Christoph Clodius makes a compelling case for why organizations should approach board recruitment with the same rigor they apply to hiring senior staff. Rather than scrambling to fill seats at the last minute or defaulting to “like-for-like” replacements when a lawyer or accountant leaves, Christoph advocates for strategic, year-round recruitment that casts a wide net and looks beyond traditional professional credentials.
His insights on diversifying boards are particularly valuable, by emphasizing transparency about diversity goals while avoiding tokenism and recognizing that not all professionals want to do their day job on a board. The conversation also tackles one of the sector’s most challenging transitions: why founder-CEOs or long-serving leaders should not automatically move to the board after stepping down. Clodius explains how this seemingly gracious gesture often handicaps the incoming CEO and muddles organizational clarity.
This episode is essential for board chairs leading recruitment efforts, governance committee members, and any CEO navigating the delicate balance of influence in board composition.
Seven Strategies for Board Engagement
Margaret McNeil draws from extensive CEO experience and pandemic-era board roundtables to present seven actionable strategies that keep boards engaged whether meeting virtually or in-person. From lightning sessions that provide education without creating additional work, to starting meetings with CEO reports that focus discussion on what matters most, these strategies address the real challenges organizations face.
Margaret’s approach to reducing board package sizes challenges the conventional wisdom that more information equals better governance. Her emphasis on role clarity—helping board members understand whether they’re acting as deciders, advisors, explorers, or connectors—provides a framework that transforms board dynamics. The conversation reveals how successful organizations maintained board engagement during the pandemic by focusing on purpose, defining impact clearly, and creating intentional cultures for success.
Leaders struggling with disengaged boards, those transitioning between virtual and in-person meetings, and anyone looking to maximize their board’s strategic contribution will find these strategies immediately applicable.
The Art of Healthy Tension in Board-CEO Relations
Margaret McNeil (Senior Associate) and Karen Gilmore (Senior Associate) explore one of governance’s most nuanced topics: how tension between boards and CEOs can be productive rather than destructive. Using the metaphor of a rubber band—functional when properly tensioned, broken when stretched too far or slack when too loose—they examine how successful organizations navigate the dynamic between board oversight and management autonomy.
The conversation addresses post-pandemic challenges where boards may push for ambitious new initiatives while management teams deal with organizational fatigue, or conversely, where boards remain overly cautious while leadership is ready to advance. Their framework for healthy tension emphasizes joint responsibility, clear role definition, and ongoing communication about what both parties need to be effective.
This discussion is particularly relevant for CEOs feeling frustrated with board dynamics, board chairs seeking to optimize their governance relationships, and any organization working to recalibrate roles as they emerge from pandemic-era adjustments.
Beyond Conventional Wisdom: The Future of Board Excellence
These governance conversations reveal that the most effective boards result from intentional design, ongoing attention, and clear communication between all parties. Whether recruiting new members, engaging current directors, or navigating inevitable tensions, success comes from treating governance as a strategic priority deserving the same rigor applied to other organizational functions.
The emphasis on asking direct questions such as “What does the CEO need from the board?”, “What does the board need to be effective?”, and “Do board members understand the organization’s business model?” reflects a shift toward more intentional, communicative governance relationships. This approach requires vulnerability from both CEOs and board members, but ultimately creates stronger organizations capable of greater success.
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