Boards often mistake collegiality for alignment, avoiding tough conversations and sidelining dissent. The result is delayed decisions, superficial consensus, unequal participation, and fragmented governance. This weakens their business strategy and diminishes shareholder value. Solutions include tackling sensitive issues early, formalizing recurring agenda items, assigning “chief skeptic” roles, structuring debates to surface dissent, and tracking follow-through. Chairs must actively soli...
