Boards are meant to provide strategic oversight, ensuring the company stays on course while holding the CEO accountable for delivering results. However, in recent years, there has been a disturbing trend—boards are becoming increasingly involved in day-to-day operations, blurring the lines between governance and management.
Instead of focusing on long-term strategy and risk mitigation, many boards are micromanaging executives, undermining the very leadership they are meant to oversee.
The Data: Boards Are Overstepping
A 2024 McKinsey survey found that 67% of CEOs feel their board is too involved in operational decision-making, to the point where it hinders their ability to lead effectively. Meanwhile, a PwC Board Effectiveness Study revealed that 52% of directors admit to frequently getting involved in management issues, despite their primary role being governance and strategic oversight.
This interference is causing friction at the top. Research from Korn Ferry shows that 41% of CEOs who leave their roles cite excessive board involvement as a key factor in their decision to resign.
When boards begin acting as an extension of the executive team rather than independent strategists, the entire governance structure of a company is compromised.
The Problem: Boards Have Lost Their Way
Boards are not supposed to run companies. Their role is to set vision, manage risk, ensure financial sustainability, and hold executives accountable. Yet, in many organisations, directors have shifted from strategy to interference, questioning operational decisions and making demands that should be left to management.
The impact?
Slower decision-making – CEOs must constantly seek board approval for decisions that should fall within their remit.
Reduced accountability – When boards micromanage, it dilutes the CEO’s authority, making it unclear who is ultimately responsible for outcomes.
Talent flight – Top executives leave when they feel their leadership is being undermined.
Boards Must Return to Governance
For companies to thrive, boards must return to their core function—governance, not management. This means:
✅ Setting clear strategic priorities and letting management execute.
✅ Holding CEOs accountable for outcomes, not inputs.
✅ Focusing on risk, compliance, and long-term sustainability rather than operational minutiae.
With 43% of global boards now conducting formal governance reviews to redefine their roles (Harvard Business Review, 2024), it’s clear the problem is real.
The question is—will boards step back before they drive their CEOs out the door?
