Boards need robust debate to make good decisions, yet many directors and CEOs struggle to speak candidly. Research suggests that barely half of directors consider their boards psychologically safe, while concerns about status, relationships with fellow directors, and the CEO's reaction can encourage self-censorship. CEOs face similar pressures: Because boards assess their performance and can remove them, they may hesitate to expose uncertainties or share half-formed ideas. The result is a dual challenge'creating psychological safety among directors and between the board and CEO'without sacrificing accountability or rigorous challenge. Effective boards address it through practical mechanisms including board charters, closed director sessions, structured participation, better questioning, explicit opportunities for dissent, and skilled chairing. The goal is not a boardroom free of discomfort, but one where people can challenge one another constructively and shift between support,...
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