Governance Maturity™ Assessment

1.I can articulate the difference between managing and governing.

2.I understand fiduciary duties of care, loyalty, and obedience in practice, not just in theory.

3.I distinguish oversight from operational involvement in the boardroom.

4.I think in enterprise terms — strategy, risk, culture — rather than functional silos.

5.I treat the CEO as a partner to challenge, not a peer to protect.

1.I prepare board materials thoroughly before every meeting.

2.I ask questions that reframe the discussion rather than restate it.

3.I hold my own views loosely enough to change them when evidence warrants.

4.I contribute to executive session candidly, including dissent.

5.I have influenced at least one board decision in the past year through my preparation and questioning.

1.I actively seek feedback on my board contribution from the chair or lead director.

2.I can name two governance skills I am deliberately developing this year.

3.I read peer-reviewed governance research, not only trade publications.

4.I discuss governance dilemmas with other directors outside my own board.

5.I have a written point of view on what makes governance excellent.