What to skim, what to question, and how to prepare smarter
For Non-Executive Directors (NEDs), the board pack is both a lifeline and a landmine.
Done well, it equips you to provide oversight, challenge constructively, and contribute with clarity. Done poorly, or read reactively, it can overwhelm or distract from what really matters.
Experienced NEDs approach board packs with intention, applying filters and a strategic mindset. This article outlines how to structure your preparation, what to skim versus scrutinise, and how to avoid common pitfalls.
Start with Strategic Intent
Before you open the documents, remind yourself: what is the purpose of this meeting? What strategic themes or decisions have emerged in recent board cycles? Are there unresolved risks or performance concerns from the last meeting?
A strategic reader prepares to notice patterns, not just individual details. Your preparation should be shaped by context and forward-looking focus.
Avoid Reading in Order
Board packs are not designed for linear reading. Start by scanning the agenda, then review the Chair’s statement and the CEO’s report. These often set the tone and highlight the organisation’s priorities.
Ask yourself:
This approach allows you to triage your attention and use your reading time efficiently.
What to Skim, Scan, and Scrutinise
Not all sections of a board pack require the same depth of attention for a NED. Apply the following filters…
Skim:
- Routine operational updates where performance is on or above target
- Compliance checklists with no flagged issues
- Appendices or background data referenced elsewhere
- Updates from committees not relevant to the upcoming discussion
Scan:
- Financial dashboards and performance summaries
- Organisational KPIs, particularly those tied to strategic outcomes
- Risk registers for changes in status, likelihood, or impact
- People data, including turnover trends and DEI metrics
- Market or regulatory updates that may influence decision-making
Scrutinise:
- Decision or approval papers (especially where investment, recruitment, or strategic change is involved)
- Forecasts and underlying assumptions
- Material shifts in budget, delivery timelines, or scope
- Updates to organisational risk appetite
- Metrics that are inconsistent with the narrative or previous quarters
How to Challenge Without Overstepping
Constructive challenge is a core part of your role. But good challenge starts with good questions. Focus on strategic risk, performance oversight, and forward momentum.
Useful questions include:
Avoid slipping into operational detail. Your role is to test decisions, not to re-engineer delivery.
Common Traps to Avoid
- Information overload. Length does not equal importance. Focus on what is decision-critical.
- Operational drift. If your questions could be resolved at a management meeting, they may be too detailed for board discussion.
- Narrative bias. Look for gaps between numbers and words. A well-written CEO report does not always reflect the underlying data.
- Forgetting the arc. Compare with previous papers. Has a risk grown, shifted, or simply dropped off without explanation?
Board Pack Reading Checklist
Use this structured guide to help you prepare consistently and effectively.
1. Agenda and Context
-
- Have I reviewed the agenda and last meeting’s minutes?
- Are there items requiring a vote, approval, or formal decision?
- Are there recurring issues or follow-up actions I should revisit?
2. Executive Reports
-
- CEO’s Report: What is the tone? Are risks, wins, or blind spots clearly flagged?
- Chair’s Note: Are there board dynamics, succession, or governance themes to consider?
- Have any major organisational shifts been surfaced?
3. Financial Performance
-
- Are there significant variances against budget or forecast?
- Has cash flow changed materially? What is driving this?
- Are there areas of recurring underperformance?
- Have any new capital projects or spending been introduced?
4. Risk Oversight
-
- Has the risk register changed since the last meeting?
- Are new or emerging risks being monitored effectively?
- Are mitigations described and resourced?
5. Decision Papers
-
- Is the purpose of the paper clear (decision, discussion, or information)?
- Are risks, assumptions, and alternatives outlined transparently?
- Do the recommendations align with organisational strategy?
- Are timelines and accountability for delivery clearly stated?
6. Strategy and KPIs
-
- Are current KPIs aligned with long-term strategy?
- Are we tracking progress against the most material goals?
- Is there evidence of drift or lack of strategic clarity?
7. People and Culture
-
- Are workforce trends such as turnover, absence or engagement highlighted?
- Have there been significant leadership changes?
- Are DEI priorities and progress being addressed?
8. Personal Prep
-
- Have I identified 3 to 5 areas to challenge, clarify, or support?
- Do I understand what the board is being asked to do in each case?
- Have I allowed time to reflect or ask follow-up questions in advance?
Board packs are not just a compliance tool. They are your foundation for effective contribution. Reading them well means thinking ahead, filtering purposefully, and preparing to engage at the right level.
When approached with discipline and intent, a board pack becomes a lens through which strategic clarity and good governance are reinforced. The best NEDs are not just well-read; they are well-prepared to influence decisions that matter.
If you’re looking to embark on your NED journey or enhance your leadership credentials,
Actuate’s Certified Non-Executive Director Qualification sets you apart from the competition and demonstrates your commitment to excellence. If you’d like to take the first step towards shaping the future of good governance and sustainable business success, check out our programme prospectus below to find out more:
