10 small things that derail a board (and how to keep yours on track)

Boards rarely fail because of one big mistake. They fail because of the small ones: the missed signals, the quiet disagreements, the unchecked habits that quietly erode board effectiveness over time. The good news? These issues are subtle, but fixable. Here are 9 patterns we see again and again, and how to address them before they grow.

Over the years, we've sat in on hundreds of board meetings, sometimes observing in silence, sometimes stepping in to guide a reset. From listed companies to founder-led growth firms, the patterns are familiar.

We’re Monica Lagercrantz and Malin Lombardi. Between us, we bring over five decades of experience in board evaluations, governance advisory, and executive search. Our work takes us inside the engine rooms of decision-making, and it’s there we’ve learned this: 

Boards drift over time. Through overlooked habits, subtle imbalances, and things that feel too small to fix. Until they’re not.

1. The “Rubberstamp” Agenda

Too many boards spend precious time rehashing what’s already in the board pack instead of focusing on what actually needs attention.

To shift the focus, send the agenda at least seven days in advance, clearly mark each item as discussion or decision — and make sure the Chair is ready to step in if things drift. It’s about making space for value, not repetition.

— When the agenda becomes lazy, the board becomes lazy too, Monica notes.

2. When strategic topics get squeezed

All too often, key issues end up last on the agenda — squeezed between formalities and finance updates. Time runs out, and the most critical topics barely get touched.

One way to change the energy: flip the agenda. Start with the tough, strategic issues while the room is fresh and engaged. Move reports and formalities to the end. That way, you always know that the critical points get discussed.

3. Harmony that hides real issues

Quick agreement might look efficient, but it often masks avoidance or groupthink. When everyone nods politely, risks slip through unchallenged.

True alignment isn’t instant consensus. It’s when people feel safe to disagree. That takes both a strong Chair and a board culture that actively invites different perspectives. Sometimes it even helps to assign a rotating devil’s advocate.

4. The unprepared director

When directors show up unprepared, conversations circle and energy drops. Even the best decision-making stalls.

— We’ve seen brilliant directors struggle simply because they couldn’t navigate overwhelming paperwork, Malin says.

The fix? Keep board materials focused and digestible. Open each agenda item with a short summary of why it matters now. Some boards even borrow Jeff Bezos’ approach — reading packs together at the start of the meeting to ensure everyone is aligned and informed.

5. Silent voices

Even with the best intentions, silence in the boardroom is more common than you’d think. It’s not always agreement; it could be fatigue, exclusion, or simply not being asked.

Malin elaborates:

— Some of the best insights we’ve heard came from directors who usually stayed quiet — they just needed support to get going.

Intentional structure helps. Go around the table. Track who’s speaking and who’s not. Pay attention to who’s consistently missing from the conversation.

6. Digital distractions

Picture an important conversation. Someone checks their messages. The energy drops instantly, and everyone feels it. One quick glance at a phone is enough to derail focus.

Setting “devices down” as the norm, modeling it visibly, and addressing it directly when it happens all reinforce that the conversation in the room comes first.

7. Composition that’s no longer fit for strategy

Boards don’t improve with age. They stagnate. And when disruption hits, they may lack the right skills to respond. 

Monica notes:

— I’ve worked with capable boards that struggled with cybersecurity or advanced tech simply because no one had updated the composition in years.

Stay proactive. Review the skills matrix annually. Connect it directly to the strategy, not the past. Composition should reflect where the company is going — not where it’s been.

8. When trust quietly erodes

— The absence of trust doesn’t shout — it whispers. And quietly derails everything, Monica says.

Trust in the boardroom rarely breaks in one moment. It fades. Directors start questioning motives instead of ideas. Confidence gives way to self-protection.

Keep trust healthy by setting clear ground rules like “assume positive intent.” Create director-only spaces for open conversation. Check the temperature even when things seem fine.

9. Power games and “Shadow Chairs”

Influence can shift quietly. And suddenly, a few dominant voices take over. Others go quiet and confidence fades.

To prevent this, rotate committee leadership. Track airtime. Run regular anonymous evaluations and 360° feedback to ensure every voice is heard and felt.

Malin adds:

— When power concentrates in just a few hands, the board stops seeing the full picture.

10. Directors who forget their altitude

It’s easy for former CEOs to slip into operational mode. They see a problem and want to solve it. But in a board role, that instinct can blur the line between governance and management.

— Having been in operational roles myself, I know how challenging this shift can be. But when directors stay at the right level, the whole organization benefits, Monica says.

Clarity is key. Revisit board role expectations regularly — especially for new members transitioning from executive positions. And empower the Chair to gently step in when someone slips too low.

Small fixes make a big difference — if you catch them early. We’ve seen boards shift course with just a few targeted changes — and others lose ground by waiting too long. If you’re curious how it plays out in practice, here’s how we helped a board rebuilt trust, reset its dynamic, and got back on track before the cracks deepened.

📧 monica@lagercrantzlombardi.com | 📞 +46 70 606 63 64

📧 malin@lagercrantzlombardi.com | 📞 +46 76 840 91 15