Board Directors: 

A Growing Fulfilment Gap

In an era of heightened accountability, social impact, and strategic complexity, Board Directors are expected to be more than just offering an oversight of governance and feedback on Board papers shared with that intention – they are increasingly seen as architects of purpose and culture, leaders and influencers and stewards of growth – organisational and personal. But amid these rising expectations, a critical question arises:

Do Board Directors feel genuinely fulfilled in their roles?

The way a Director might respond to the question “Do Board Directors feel genuinely fulfilled in their roles?” can vary significantly depending on several factors, including the organisation’s culture, compliance, regulatory, policies and practices, strategic clarity, individual motivations and much much more.

Here’s how a cross-section of responses might look:

1. Highly Fulfilled Directors

These Directors experience a deep sense of purpose and satisfaction in their roles. Their fulfilment stems from meaningful engagement, strategic influence and strong relational dynamics within and beyond the Board. Those Directors often:

• Feel their contributions are valued and positively impactful, with clear evidence that their insights shape decisions and outcomes
• Are aligned with and involved with helping shape their organisation’s mission and vision, acting not just as stewards but as the organisation’s Optimiser Spirits
• Experience strong and ongoing collaboration and mutual respect, not only among fellow Board members but also with the CEO and senior leadership, fostering a unified leadership culture
• Have a clear understanding of their roles, with well-defined responsibilities and expectations that enable confident and effective participation
• Hold high regard for one another, creating a culture of trust, psychological safety, and shared accountability
• Engage in meaningful, forward-looking discussions, where the latest thinking, innovation, and purpose-driven dialogue are central
• Receive timely, transparent insights into organisational performance, enabling informed decision-making and a sense of connection to progress and impact

Typical response:
“I feel deeply fulfilled in my role. The Board is a space for visionary and strategic thinking and quality collaboration, and I see how our work links directly to positive outcomes. There’s a strong sense of purpose, and I’m proud to be part of it.”

2. Moderately Fulfilled Directors

These Directors generally value their role and see potential for impact, but their experience is often mixed. While they may find aspects of Board service rewarding, they also encounter limitations that prevent deeper engagement and satisfaction. They may:

• Appreciate the role and the opportunity to contribute, but feel limited in influence or engagement, both personally and professionally
• Lack a strong sense of connectedness with the organisation’s mission, culture, or leadership, which can reduce emotional investment
• Occasionally encounter misalignment or lack of clarity, particularly in Board discussions or decision-making processes
• Desire more visionary and strategic involvement, feeling that Board time is too often consumed by operational or compliance matters
• Experience gaps in communication, such as unclear expectations, inconsistent updates, or limited dialogue with CEO & executive leadership
• Feel their contributions are acknowledged but not fully leveraged, leading to a sense of underutilisation despite willingness and ability to engage more deeply

Typical response:
“I find the role rewarding, but I sometimes feel like I’m on the sidelines. I’d like to be more involved in shaping the future, not just reviewing the past. There’s potential here, but it’s not fully realised.”

3. Minimally Fulfilled Directors

These Directors often experience a disconnect between their expectations and the reality of Board service. Their sense of fulfilment is diminished by structural, cultural, and operational barriers that limit their ability to contribute meaningfully. They may:

• Feel their expertise is underutilised, with limited opportunities to apply their knowledge or influence key decisions
• Experience poor governance or unclear strategic direction, leading to confusion about priorities and the Board’s role
• Encounter interpersonal or political challenges, such as dominant voices, lack of trust, or exclusion from key conversations
• Lack of opportunities for meaningful discussion, where Board meetings are overly procedural or focused on compliance rather than strategic dialogue
• Struggle to provide positive input, especially when the culture discourages dissenting views or innovation
• Feel challenged in gaining transparency, with limited access to timely, relevant, or accurate information about the organisation’s performance and progress
• Question the impact of their contributions, due to a lack of feedback, recognition, or visible outcomes from their involvement

Typical response:
“I’m committed to the role, but I often question whether my time and skills are being used effectively. It’s hard to contribute meaningfully when discussions are shallow, information is delayed, and the space for strategic thinking is limited.”

The Promise of Purpose

Many Directors begin their Board journey with a genuine desire to contribute meaningfully to an organisation’s mission, especially in purpose-driven sectors like healthcare, education, and the not-for-profit space. When their work is grounded in a clear purpose and they feel empowered to influence outcomes, Directors often experience deep personal and professional fulfilment. In this way, purpose becomes more than motivation – it becomes a guiding force that transforms Board service into impactful leadership.

In collaboration with Stanford Graduate School of Business in 2024, an IESE Business School survey found that Directors who actively engage in shaping corporate purpose and culture are significantly more likely to feel satisfied and valued in their roles. These Directors see their work as contributing to societal good, not just organisational performance.

Reflective Question:
Do I feel connected to the mission of the organisation I serve, and does my role allow me to have a direct, positive and quantifiable impact in advancing that mission? 

Barriers to Fulfilment

Despite the potential for impact, many Directors face barriers that limit their sense of achievement and purpose. Common challenges include:

1. Limited Meaningful Engagement

Boards that focus heavily on compliance and risk management may leave little room for visionary and foresight dialogue. Directors can feel like they’re “rubber-stamping” decisions rather than shaping the future.

Reflective Question:
Am I spending more time on oversight than on visionary, strategic thinking and innovation?

2. Poor Board Dynamics

Interpersonal tensions, lack of trust, or dominant personalities can stifle open discussion. When Directors feel unheard or undervalued, their engagement suffers.

Reflective Question:
Do I feel respected and heard in Board discussions, and is there space for diverse viewpoints?

3. Unclear Role Expectations

Ambiguity around the Director’s role, or roles that have become stale and have not moved in step with the changes in the organisation’s dynamics and sector, can lead to unresolved confusion and disengagement.

Reflective Question:
Is my role as a Director clearly defined, and am I aware of the organisation’s current unmet needs? What contribution gaps exist, and how might updating the Board’s goals help bridge them to better align with our evolving context?

4. Time and Resource Constraints

Board service often demands significant time and emotional investment, especially for NFP Directors who may serve voluntarily. Without adequate support or recognition, burnout can occur.

Reflective Question:
Do I have the time, resources and necessary external support that is needed to fulfil my role and responsibilities effectively?

5. Lack of Feedback and Recognition

Unlike executive roles, Board service rarely includes regular structured feedback or sufficiently independent performance reviews. Directors may be left to wonder whether their efforts are making a difference.

Reflective Question:
Have I received timely and meaningful feedback or acknowledgment for my contributions to the Board’s work and to the impact that has on the organisation’s performance and successes?

Cultivating Fulfilment in Board Service

To foster a more fulfilling experience for Directors, organisations can take proactive steps:

• Clarify and Communicate Purpose
  Ensure Directors understand and connect with the organisation’s mission
• Invest in Board Culture
  Promote trust, inclusion and open dialogue
• Encourage an Optimiser Mindset
  Allocate time for forward-looking discussions and innovation
• Provide Foresight Opportunities
  Offer space for constructive and future biased collaborations and support sessions with Directors, CEO and Senior Leadership in being leaders and engaging with the sector’s emerging trends
• Recognise Contributions
  Celebrate achievements of both individuals and, importantly, collectives and provide both timely and meaningful feedback

Final Reflective Question:
What changes could I advocate for within my Board to enhance fulfilment and impact for all Directors?

Conclusion

Board service is a powerful catalyst for personal growth and organisational vitality – when Directors are not only empowered and engaged, but also inspired by a shared vision and aligned with a deeper purpose. By proactively identifying and removing barriers, and cultivating a culture of strategic foresight, mutual respect, and meaningful recognition, Boards can evolve beyond oversight into dynamic leadership ecosystems. These ecosystems foster innovation, resilience, and long-term organisational health, positioning the Board as a driving force for sustainable impact and transformation.

DISCLAIMER: This article is general only in nature and is not advice.