This document provides tips for board directors on effectively asking questions during meetings. It discusses that directors often do not ask questions due to fear, board culture, or lack of preparation. It then outlines tips for directors to prepare before meetings by reviewing materials and thinking of potential issues or questions. During meetings, directors are advised to listen with an open mind and frame questions clearly and respectfully. An oversight framework is presented to help directors ask questions through different lenses like strategy, impact, compliance, and relationships. The document suggests directors will remember to lead into questions conversationally and avoid criticisms or opinions.

1. The Art of Asking
Boardroom Questions
Prepared for
Atlas Leadership Series, OnBoard
By Lyn McDonell, MA, FCMC, C. Dir.
25 October 2023

2. 1. Introduction
2. The Role of the Board and its Perspective
3. Tips for Asking Questions Effectively
4. An Oversight Framework
5. Your Questions
We’ll cover

3. Asking Questions
For Deeper Exploration
• 2nd and 3rd Edition
cover this topic in
more detail
• One can pre-order
the 3rd edition
now.

4. 1 | Introduction

5. Directors Who Make a Difference

6. What is one main reason
why many directors don’t
ask questions?
Poll

7. Main Reasons why directors
don’t ask questions
1. Fear of asking a “dumb question”
2. Board culture doesn’t welcome debate
3. Not wanting to make others feel uncomfortable
4. Everyone else is fine with what was presented, so…
5. Not enough time on agenda
6. Don’t feel sufficiently prepared to engage
7. Other?

8. What Questions Do
▪ Gather essential information
▪ Clarify what is bring said or proposed
▪ Test assumptions
▪ Empower ownership and engagement
▪ Generate change, improvement, solutions,
opportunities and innovation, and
▪ Shift focus of the conversation

9. Effective Questioning
▪ Makes a meeting come alive, have relevance
▪ Sparks unscripted dialogue
▪ Enhances everyone’s understanding
▪ Helps avoid group-think and psychological traps
(so better decisions)
▪Board models a constructive learning culture
▪Management feels safe to share its challenges

10. 2 | The Role of the Board and its
Perspective

11. Organizational Progress
and Accomplishment
Board Accountability
A
Purpose
B
Future &
Impact

12. Board Responsibilities
The Context of Questions
▪ Establishing Identity and Direction
▪ Ensuring Capacity/Overseeing Management
▪ Overseeing Performance/Impact
▪ Overseeing Risk
▪ Ensuring Financial Stewardship
▪ Ensuring Stakeholder Accountability
▪ Developing Good Governance

13. Roles and
Perspectives

14. Pause before we Pivot

15. 3 | Tips for Asking Questions
Effectively

16. 1. BEFORE the Meeting
1. Do a flyover. See what’s in package
2. Review the agenda. Note key discussions
3. Use a highlighter/underline essential points
in items. Trace logic paths…
4. Source your own knowledge/insight/gut. Imagine
what needs to go right, who is affected, what this
will change, etc.
5. Write down your comments/questions

17. 2. DURING the Meeting
1. Tune in. Be present.
2. Listen with a Beginner’s Mind…
3. Does everything make sense? Anything fuzzy, or
potentially “spin?” Something left unsaid?
4. Show respect for others, the presenters, and the role
of the Chair

18. 3. ASKING a Question
1. Tune in.
2. Be present.
3. Repeat.

19. TIPS for Asking Questions 1/2
▪ Be clear as to what you are asking. Don’t start
talking until you have your question framed
▪ Lead into it; maintain flow
▪ Be neutral & conversational
▪ Don’t add emotions or opinions; these
“hitch-hikers” distract and trigger

20. TIPS for Asking Questions 2/2
▪ Convey encouragement, inquisitive energy,
and not criticism
▪ In it together. Avoid using “you.” Say “we” instead
(less threatening)
▪ Instead of giving advice, phrase it into a question
▪ Face forward. Ask questions about the future
more than the past

21. 4 | An Oversight Framework

22. The Oversight Framework
Board Accountability
A B
Intent
Purpose
and Values
Plans
Strategy
Action
(Actual)
Impact
Value
Created
ROI
Wise Use of
$ and People
Standards
Compliance
and Quality
Trust
Relationships
Reputation

23. Sample Questions in the Governance
Perspective
• 3rd edition

24. |
What one point or tip
will you remember?

25. Connect: TheAccountabilityGroup.com
The Accountability Group
The Accountability Group (TAG) provides
professional development in governance
for boards and senior leadership across
sectors that readies them for addressing
contemporary issues within a whole
systems approach. TAG is a leader in
advancing the regenerative governance
perspective. The firm is based in Toronto,
Canada and networked globally.
What We Offer
TAG works with Chairs and CEOs to
ensure that boards understand their role
in strategy, and that directors have the
capability to ask effective questions and
participate in meaningful dialogue. TAG
introduces regenerative governance—a
perspective that grafts onto conventional
governance—as an essential 21st century
board shift to prioritize organizational
contribution to whole systems vitality,
and navigate towards thriveable futures.
Lyn McDonell MA, FCMC, C. Dir.
President of The Accountability Group,
Lyn has served as CEO, COO, Board Chair,
and Director. She is a Fellow of the Ontario
Institute of Certified Management
Consultants and a Chartered Director. An
experienced facilitator and adjunct faculty
at York University, Lyn applies systems
thinking to organizations and is active in
communities of regenerative practice
Let’s shift Board
conversations to
the new reality.
Regenerative
Governance is
a living system
perspective grafted
onto conventional
governance.

26. Thank you.

27. 5 | Questions