This document discusses strategies for improving boardroom relationships. It notes that while corporate governance has focused on structure and process, board and management relationships are an overlooked risk. There are often conflicting expectations between board members and reluctance to defer to the group. Similarly, tensions can arise between boards and management around sharing power and accountability. The document argues for a new approach that asks critical questions about the board's unique contribution, working relationship with management, culture, and willingness to address difficult issues rather than relying solely on evaluations of structure and compliance. By focusing on outcomes over inputs and tackling tough questions, boards can improve governance and relationships.