Board Readiness Diagnostic

Decision-Making Under Pressure

Makes timely decisions without needing absolute certainty

Demonstrates balanced judgement, not just reliance on data

Remains effective when outcomes are unpredictable or unclear

Enterprise Thinking

Prioritises organisational outcomes over functional success

Navigates competing priorities across the organisation effectively

Demonstrates awareness of wider system impact when making decisions

Influence and Stakeholder Navigation

Influences peers and senior stakeholders without relying on authority

Responds constructively when challenged

Adapts approach depending on stakeholder context

Identity Shift and Letting Go

Steps back from detail and operates at a strategic level

Delegates effectively and trusts others to deliver

Comfortable not being the expert in the room

Visibility and Pressure

Remains consistent under pressure and scrutiny

Communicates clearly in uncertain or fast-moving situations

Creates stability for others when situations feel unclear

Support and Sponsorship

Has planned structured support ready for transition to board

Has ongoing sponsor engagement that will last beyond leadership appointment

Sets aside space for reflection and challenge, not just delivery

Where are you most confident in this leader’s readiness?

Where might readiness be assumed rather than evidenced?

What would be the cost of getting this wrong?

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