Less is More: Unlocking Boardroom Efficiency for Maximum Impact

Less is More!
Unlocking Boardroom Efficiency for Maximum Impact

Author - Ian White
FutureMakers

In today’s high-stakes business world, it’s time for boards to say "No" more often. The concept of doing less, yet achieving more, may seem counterintuitive, but it’s precisely the shift that can unlock a board’s true potential.

The Overload Problem

Many boards, particularly in sectors like financial services, face an overwhelming agenda. Even with careful prioritisation, tackling CEO reports and strategy early in meetings while leaving minutes and action points for the end, the sessions still drag on for six to eight hours. Why? Because the objective is often to get as much done as possible, squeezing in even minor items, leading to an exhausting grind rather than a focus on what truly matters. In fact, many boards are guilty of handling important policies and decisions in the last rushed minutes of the meeting, offering little more than a passing glance.

Saying "No" to Doing More

Oliver Burkeman’s "Four Thousand Weeks: Time and How to Use It" offers a lesson boards should heed. The challenge is not just saying no to trivial tasks, but also to the exciting and potentially valuable ones. The real skill lies in focusing on the few, critical areas that drive long-term success.

Boards must confront the allure of "middling priorities", those interesting but ultimately non-essential projects that distract from the core objectives. A clear-eyed approach to discarding the unnecessary is essential, no matter how appealing those side projects may seem.

Focus on the Core

This shift starts with simplifying agendas. Dispense with "for information only" items and cut down on extraneous topics that don't drive value. Focus exclusively on the core priorities — the strategy, the big picture decisions, and the long-term direction of the company. Yes, it’s tough to let go of certain projects, but boards must recognise that less cluttered agendas allow for sharper focus and better decisions.

An executive I interviewed during a board effectiveness review summed it up best: "Once a major project is complete, the board shouldn’t just look for more things to fill their time. Instead, the Non-Executive Directors should actually do less." This insight was a revelation. Boards often feel compelled to fill their time once a big project ends, but in truth, they should resist that temptation. Less time in meetings, with a focus on what truly matters, can be far more impactful.

The Power of Forward Thinking

Boards often fall into the trap of reviewing past performance at the expense of shaping the future. While past data provides important context, there is little that can be changed about what has already happened. Instead, boards should focus on strategy, forecasts, and planning.

A forward-looking approach means spending time on the future and asking the right questions to unlock that future. In a board strategy day, I recently attended, the most productive moments came not from finding answers but from framing the most powerful questions. This forward-focused thinking is key to helping companies succeed in an uncertain world.

Disciplined Use of Time

Another crucial shift is enforcing discipline in how time is used during board meetings. Too often, presenters read through papers that board members have already seen. This not only wastes time but detracts from the real value: the discussion. Board members need to insist that presenters skip the summaries and focus on facilitating a meaningful conversation.

Quality Over Quantity

At its core, this approach is about prioritising quality over quantity. It’s about acknowledging that while there is always more that could be done, packing agendas and meetings full of items is not the path to effectiveness. Instead, boards should become comfortable with saying no, not because an issue is irrelevant, but because it could prevent them from addressing what will make the company more successful.

Being selective, tough, and disciplined will ultimately allow boards to drive more value with less time and energy. It’s time for directors to adopt a strategy of doing less but achieving more.

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