This blog relates to the one question I always get asked
…(no, not the one about “should I do the [insert Institute of Directors name] qualification?”
When asked about the most crucial, overarching character trait of any highly effective board member, my answer is always the same.
But, before I share my observation, there have been many pretenders vying for the throne created by people like me and numerous surveys and polls. Some of these include emotional intelligence, governance knowledge, integrity, and humility.*
These are all exceptional traits, but my answer is always CURIOSITY. It's a trait that lies at the very heart of everything. Curiosity fuels the desire to learn, understand, and improve - qualities essential for anyone seeking to navigate the complexities of modern governance.
So, why is curiosity the cornerstone of board excellence? Let’s look at how it manifests - inwardly and outwardly.
Curiosity as Self-Governance
For me, curiosity begins with self-reflection—a practice I have called Self-Governance.
Highly effective board members are those who constantly seek self-knowledge and self-improvement. All the skills. Not just technical ones but those harder-to-master soft (human) skills. They question themselves, not out of self-doubt but of a genuine desire to improve.
They ask:
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What are my biases?
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How do my strengths and weaknesses affect my decisions and interactions?
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What do I need to learn?
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How can I enhance my personal performance to serve better?
This inward-looking curiosity is not a one-time exercise; it’s a lifetime pursuit. It’s about recognising that personal growth is never complete and there’s always room for improvement.
Self-governance requires board members to be brutally honest with themselves, to seek feedback, and to be open to change. By understanding their limitations and areas for development, they can better contribute to collective (board) intelligence.
For example, a curious board member might regularly assess their decision-making processes, questioning whether they are falling prey to confirmation bias or truly considering all perspectives. They might seek out mentorship in areas where they feel less confident, demonstrating a proactive approach to personal development.
This type of self-governance leads to more thoughtful, informed, and balanced contributions in the boardroom. It also helps filter which board roles and board cultures are a good fit.
Know thyself.
Curiosity as Stakeholder Engagement
Obviously, curiosity doesn’t stop with self-reflection; it extends outward to every stakeholder involved in or impacted by the governance process.
A highly effective board member is not just interested in their growth but is deeply invested in understanding the people and dynamics around them.
This type of outward curiosity is about more than just knowing who the key stakeholders are—it’s about understanding what drives them, what challenges they face, and how they view the world. It’s about asking better questions to uncover deeper insights, which in turn leads to better decisions.
For instance, a curious board member will take the time to understand what makes their fellow board members tick:
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What are my colleagues’ backgrounds, values, and working styles
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What motivates them in their work?
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How can I best support them in their roles?
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How can we leverage each other’s strengths to achieve our collective goals?
This is not just to build camaraderie but to enhance collaboration.
This same curiosity applies to other key stakeholders, both internal (executives and staff) and external (customers, shareholders, donors, impacted communities and so on).
For example, you can provide more relevant guidance by understanding the perspectives of those who execute the board’s strategies.
You might wish to explore questions like:
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What challenges are management facing on the ground?
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How can we, as a board, support them in overcoming these obstacles?
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What are the concerns and aspirations of our broader stakeholder community, and how can we address them in our strategic planning?
Curiosity in Action
Knowledge and training are vital, but they are not enough. Without curiosity, the drive to seek out new knowledge or to apply training in meaningful ways simply doesn’t exist. Curiosity is the engine that propels board members to seek out new information continually, challenge their assumptions and engage deeply with those around them.
Curiosity is what transforms a good board member into a great one.
In the context of board governance, curiosity will always lead to better questions, better engagement, and, ultimately, better outcomes. It enables board members to navigate complex issues, anticipate future challenges, and innovate to drive long-term success.
Stay Curious, Keep Learning
My message to you readers is this: never stop asking the right questions—of yourselves and others.
Recognise that your role as a director is not just about fulfilling regulatory responsibilities but about being a lifelong learner. In a rapidly changing world, where the stakes are higher than ever, staying curious is not just an asset; it’s a necessity.
So, if there’s one thing to remember this month, it’s this: Curiosity is the key to unlocking your full potential as a board member. Stay curious, keep learning, and watch how your effectiveness - and your board’s effectiveness - soars.
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