Ready, Not Reactive: A Governance Self-Check for Boards in Motion

In this series, we’ve looked at how governance systems can quietly slip into a stress response. We’ve called it Reactive Governance—not to assign blame, but to name the pattern:

Reactive Governance is where a reactive stress response shows up in the system. It’s how organizational pressure plays out in boardrooms—through over functioning, disengagement, or delay.

Sometimes it looks like second-guessing. Sometimes it feels like endless meetings. Often, it just sounds like updates instead of real decisions.

And while it may not feel like dysfunction, it always costs something:

1. Decisions are delayed.

2. Strategy loses traction.

3. Trust thins—even if everyone’s being polite.

But here’s the good news: stress is a signal—not a sentence. And governance can get back in rhythm when boards invest in clarity, not just compliance.

This self-check offers a place to start.

Governance Self-Check: Where Might Stress Be Showing Up?

Use the table below to reflect on how governance is functioning across four core areas. Rate each item from 1 (Rarely true) to 10 (Consistently true). Then calculate the average for each governance area to identify where alignment is strong—and where drift may be happening.

What Do the Scores Suggest?

• 7–10

  Strong alignment. This area is likely supporting decision-making, clarity, and trust.

• 4–6

  Some aspects may be functioning well, but inconsistencies or legacy habits might be holding things back.

• 1–3

  This area may be under stress. Signs of reactivity—over-reliance on individuals, lack of clarity, or slow decision-making—could be present.

This tool isn’t about performance. It’s about patterns. Use it to surface what’s working—and where conversation is needed.

When Boards Get Back in Rhythm

Boards that operate in alignment don’t just have better meetings; they build conditions for:

1. Trust that doesn’t need constant repair,

2. Strategy that moves, and

3. Leadership that’s focused on the work ahead.

And they do it by anchoring to four things:

1. A governance model that fits.

2. People who know how to contribute

3. Structures that serve a purpose

4. Rhythms that move the work forward

A Conversation Worth Having

You don’t need a perfect score—you need a shared starting point.

Consider using this tool:

1. With your board chair or CEO as a reflection prompt

2. With your governance or executive committee to guide annual planning

3. As part of a retreat, orientation, or onboarding refresh

Sometimes naming the drift is all it takes to regain momentum.

And if you want a thought partner in sorting through what’s next, I’d be glad to connect. This is the work I do—with boards, executives, and leadership teams building clarity inside complexity.

Let’s talk if it’s helpful.