The world is changing fast, and the pressure on boardroom leaders has never been greater. Boards don't just exist to oversee anymore; they’re rolling up their sleeves, working hand-in-hand with CEOs and leadership teams to navigate a whirlwind of challenges: global uncertainty, groundbreaking tech, economic twists and turns, and the ever-growing expectations of stakeholders. 

In the middle of all this, board chairs are stepping up in a big way. They’re reshaping how boards and executives work together, leading the charge through today’s complexities and helping organizations get ready for tomorrow's challenges. To understand this shift, Korn Ferry’s Board and CEO Services team dove deep, gathering insights from 188 board chairs across industries and around the world. From tech to healthcare, finance to manufacturing, these leaders shared what it’s really like to guide organizations at the highest level. 

What we found is eye-opening. The pressures are immense, the priorities are shifting, and the strategies are transformative. Board chairs aren’t just keeping up—they’re adjusting the playbook and paving the way for a future where resilience and forward-thinking leadership will be the keys to success.  

In an era defined by constant disruption and rapid transformation, the stakes for boardroom leadership have never been higher. Boards are no longer mere overseers—they are strategic partners working closely with CEOs and management teams to steer organizations through the uncharted territory of geopolitical shifts, technological breakthroughs, economic uncertainty, and evolving stakeholder expectations. 

Redefining the Board’s Role 

Boards are on the brink of big changes. Our chairs pointed to geopolitical, financial, and generational shifts, along with advancing technology, as reasons why boards need to step up. It’s no longer enough to stick to traditional oversight—they need to take on a more active role in shaping strategy and managing risks. 

A chair from the retail industry commented, “There will always be a lot of short-term pressures, but that is management’s job. The board needs to ensure that management is also focusing on long-term strategy. Sometimes that’s hard depending upon what’s going on with your shareholder base, industry, and other issues. But the board cannot only think about just the quarterly results and how shareholders will react.” 

Enhancing Board Resources for Navigating AI 

Even though AI is becoming more influential in business, board chairs aren’t sold on the idea of bringing AI specialists on as board members just yet. One hospitality industry chair emphasized, “As a board member, I’m not going to be an expert in AI. I’m not even going to be an expert in knowing the right questions to ask. But I will be an expert on making sure our CEO and our management team are doing that.”  

Most chairs agreed that the keys to navigating AI-related risks and opportunities are continuous education of board members and collaboration with external AI experts. 

Ensuring Boards Are Fit for Future Challenges 

Many chairs questioned whether boards today are prepared to handle future demands. A leading retail chair reflected, “Boards have been structured around financial expertise, risk, and governance, which are all important, but we need to add more domain expertise.” He added that boards must also support management in taking calculated risks, not just in protecting the downside. A lot of boards are still wired to think conservatively. That’s not going to be good enough moving forward.” 

To tackle new challenges, board members need to see their roles as hands-on. It takes time, curiosity, and commitment to stay fully involved. As the chair of a major retailer put it, “Boards must constantly reassess their capabilities and evolve to meet new challenges. This includes refreshing the board even if refreshment means shorter terms and more frequent change on the board team with relevant skills and ensuring members remain actively engaged in the business world.”  

Chairs repeatedly cited the need for soft skills, including adaptive governance and an appetite for continuous learning. As a mining and refining company chair remarked, “Listening, being inquisitive, and being adaptive are much more important than they used to be. The ability to connect different pieces of knowledge across industries is increasingly valuable. We have to be constantly learning—that’s part of our job.” 

Maximizing the Value of Board Evaluations

Given the dynamic business realities, having the best team around the board table is a must. Many chairs see real value in formal feedback—when it’s focused on practical, actionable insights. They believe constructive, honest feedback helps the board grow, stay effective and stay aligned with its objectives.  

One chair from the telecom industry advised that evaluations have to be more than just a check-the-box exercise. “Write down qualitative comments and discuss as a board: tease out issues that need to be addressed and monitor them going forward.” 

Board evaluations can be valuable tools for identifying areas for development and driving meaningful change within an organization.

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A Call to Action for Board Chairs 

In a time of constant change and disruption, board chairs play a crucial role in helping their organizations not just survive, but thrive. Our study shows that the future of great board leadership is all about being adaptable, thinking ahead, and working together. Chairs need to lead the way by encouraging continuous learning, welcoming diverse perspectives, and building boards ready to take on the challenges of tomorrow. 

This moment is a chance for chairs to rethink their roles—creating a space where directors and executives work as one to make real, lasting change. The future calls for bold, forward-thinking leaders who stay connected to what stakeholders need and expect. 

As we unveil more findings of our full study, we encourage you to reflect on how your board can adapt to these insights and stay ahead in an ever-changing world. Together, we can shape the future of board leadership. Contact us today to find out more about our full study coming out this spring.

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