Board members can become disengaged, despite their best intentions. This is usually the result of bad group dynamics, such as rivalries or dominance by a few directors, and a lack of communication. These hinder the board from engaging in the collective debate essential for effective decision-making.

The board could not be able to establish appropriate internal structures that allow it to carry its responsibilities for performance assessment. It is commonplace to establish committees or officer roles whose duties include gathering and analysing evaluation results, before giving them to the board for review. It is unlikely that the board will be able to effectively oversee these matters if they are left to the CEO and management team.

The board will likely misunderstand the overall performance of its company if they don't take into account behavioural factors when evaluating individual directors' contributions. This can result in a superficial process that is carried out in order to satisfy listing requirements or to make a statement to good governance.

There are a variety of ways for boards to elevate their performance and ensure that they're fulfilling their fiduciary responsibilities. The starting point is to focus on the quality of interactions between people in the boardroom. This can be achieved by making sure that the board is adaptable, resilient and strategic in its nature. It's also essential to provide the appropriate mix of skills and experiences that include gender diversity. This allows the board to have a wider array of perspectives and to more effectively address critical issues. This helps the board to create an environment of collaboration that encourages open communication and different perspectives.