Evergreen · Evaluation
Board Evaluation — How to Conduct It Step by Step
What is a board evaluation, why is it one of the most important tools for an effective board, and how do you carry it out in practice? A guide with specific sample questions.
The Basics
What is a board evaluation?
A board evaluation is a structured review of how the board functions as a group and how well it fulfills its mandate.
Research shows that only 29% believe the board is doing a good or excellent job
The board evaluation is the most important tool for understanding why—and what you can do about it. Boards that evaluate themselves regularly improve their effectiveness significantly faster than those that do not. Source: PwC / The Conference Board.
Benefits
Why should the board evaluate itself?
Six concrete reasons why a board evaluation is time well spent.
Identifies areas for improvement
What works well? What doesn't work well? Without a structured evaluation, it's hard to spot patterns.
Strengthens team dynamics
It is not competence alone that matters—but how well the members work together. The evaluation highlights what no one says out loud.
Highlight skills gaps
Does the board lack financial expertise? Digital knowledge? The evaluation provides a basis for the nomination committee’s work.
Builds credibility
A board that evaluates its own performance demonstrates that it takes its responsibilities seriously and is constantly striving for improvement.
Improves decision-making
When the board reflects on how decisions are made—who holds sway, what’s missing—the next decision will be better.
Provides a basis for the coming year
The evaluation marks the start of this year’s planning. It provides concrete content for the annual cycle and the annual plan.
Timing
When and how often should the board evaluate itself?
There is no legal requirement for most types of organizations—but there is a clear best practice.
1×
per year — minimum level
Once a year is the absolute minimum. Do it in November–December, when you have an entire fiscal year to look back on.
2×
per year — recommended
A brief midyear review in June and a more in-depth one in December provide faster feedback and an opportunity to make course corrections.
After
every election — especially important
Following a meeting that saw significant changes in membership, an orientation assessment helps new and returning members find their footing.
Best time to visit: November–December
You have a whole year to reflect on this; the results can directly shape the annual plan, and the nomination committee can use the skills assessment ahead of the election. Three birds with one stone.
Contents
What should be included in the board evaluation?
A good board evaluation covers four main areas. Here are some specific sample questions for each area.
1. The Board as a group
- Have all members had the opportunity to contribute their expertise?
- How well do the board members work together and communicate with one another?
- Are there members who dominate the discussions at the expense of others?
- How are disagreements and conflicts handled within the group?
- Is there a lack of expertise that the board needs?
2. The Board’s operating procedures
- Are the meetings well-organized and do they allow enough time for important issues?
- Are the agendas and supporting documents of sufficient quality?
- Are decisions being made based on the right information and at the right level?
- Are decisions followed up in a structured manner?
- Is communication between meetings going well?
3. The Board’s Mandate
- Has the board devoted enough time to strategic issues?
- Is the division of responsibilities between the board and management clear?
- Has the board had access to the information it needs?
- To what extent has the board monitored the organization's goals and results?
- Has the board contributed to long-term sustainability?
4. Personal Reflection
- As a board member, how effectively have I contributed to the board’s work?
- Have I made the best use of my skills?
- Am I sufficiently prepared for meetings?
- What else would I like to contribute in the coming years?
- Do I still have the right motivation and time for this assignment?
Implementation
Three methods — choose the right one for your size
There is no one-size-fits-all approach. Choose a method based on your size and maturity.
Simple · Small board
Open discussion
The chairperson leads a structured discussion at a board meeting based on predetermined questions.
+ Simple, no paperwork, fosters direct communication.
− There is a risk that no one will dare to be honest if there are conflicts.
Balanced · Most boards
Anonymous survey
All members respond anonymously to a digital form containing 10–20 questions. The results are then discussed at a meeting.
+ Anonymity leads to more honest answers. Simple and digital.
− Requires some preparation. The results need to be interpreted.
Depth · Larger organizations
External evaluation
An independent external party conducts interviews and compiles a report with recommendations.
+ Unparalleled credibility and depth. An independent perspective.
− Takes more time and resources. Best suited for experienced boards.
Process
Step by step — from decision to action
A board evaluation that does not lead to concrete actions is a waste of resources.
1
Decide on the method and timing
Decide which method to use and when. Schedule it into the annual calendar well in advance—preferably in January so everyone knows it’s coming.
November or December is ideal—you have a whole year to reflect on, and the results directly shape next year’s planning.
2
Select questions and prepare forms
Select 10–20 questions from the four areas. Use a mix of scale-based questions (1–5) and open-ended questions. Send them out at least one week in advance.
3
Collect responses
Give all members at least 5–7 days to respond. Follow up with those who haven’t responded. Aim for a 100% response rate.
Digital forms make it easy to collect anonymous responses.
4
Compile and analyze
Identify patterns: What does the board agree on? Where are there differences of opinion? What stands out as particularly important?
5
Discuss the results at the board meeting
Set aside time during a board meeting. Focus on the patterns and what they mean—not on who said what.
Start with what’s working well—it sets a constructive tone before you discuss areas for improvement.
6
Decide on specific measures
Decide on 2–4 specific improvement measures, including who is responsible and a timeline. Follow up on them at the next meeting.
Frequently Asked Questions
Questions and Answers About Board Evaluation
Frequently asked questions about board evaluation.
For publicly traded companies, this is mandatory under the Swedish Code of Corporate Governance. For privately held companies, associations, and foundations, there is no legal requirement—but it is good practice and strongly recommended.
The chairperson bears ultimate responsibility. In practice, a designated member may coordinate the work. The important thing is that responsibilities are clearly defined and that they are actually carried out.
The Board’s internal operations are evaluated without the CEO. If you also evaluate the collaboration with the CEO, this can be included as a separate item.
Focus on behaviors and patterns, not on individuals. In the event of serious issues, an outside facilitator can help guide the discussion in a constructive manner.
Yes — include the summary and the agreed-upon actions in the minutes of the board meeting. The survey responses can be kept confidential.
Would you like to centralize all your board work in one place?
Get started for free with a 30-day trial with no strings attached—or book a demo and we’ll show you how Reduca works for your organization.
Legal Disclaimer: This guide is based on current Swedish law. The information provided does not constitute legal advice. Always consult a qualified attorney for specific questions regarding your organization.