Skills and experience tell you what a director brings to the table. Competencies tell you how they will contribute. Here is the evidence-based framework Watson uses to recruit, assess and develop high-performing directors and chairs.
Often, the reason isn’t a gap in expertise. It’s that a director isn’t contributing meaningfully to boardroom discussion.
Over 20 years and more than 500 boards, we’ve learned that people sit at the root of effective governance. High-performing directors possess competencies that go well beyond their functional or industry experience.
A skills matrix describes what directors know. Competencies highlight how they will perform.
Many boards use a skills matrix to guide composition, but skills matrices don’t go far enough to build high-performing boards. Competencies are the skills, abilities, motivations, working style and traits needed to succeed in the role.
Expectations of directors have climbed to a whole new level. To be seen as high-performing, directors are expected to bring sharper analysis, drive more dynamic boardroom dialogue, surface bolder strategic insights and make courageous, well-reasoned decisions.
Grounded in research, tested in boardrooms
- 1Watson practice reviewExternal review of our assessment methods and observations of high-performing directors.
- 2Literature reviewResearch on leadership, board and director competencies and how they relate.
- 3InterviewsExperienced directors and Watson advisors validated the research.
- 4RefinementOngoing iteration through pilot testing with select clients.
Core competencies
The baseline expectations of every board director. These six qualities are what every board should be able to count on from each of its members.
Differentiating competencies
Six competencies that set great directors apart from good ones. Exemplifying them requires aptitude in the core competencies first.
Chair competencies
Three additional competencies reflecting the chair’s unique role and outsized impact: shaping board culture, facilitating dialogue, navigating conflict and serving as the primary link to the CEO.
What high-performing directors and chairs bring
Core competencies are the baseline expectations of every director. Differentiating competencies require aptitude in the core and set great directors apart from good ones. Board chairs bring additional competencies unique to their role. Select any competency to learn more.
Differentiating competencies
Set great directors apart from goodCore competencies
Baseline expectations of every directorIn addition to the director competencies, these reflect the chair’s distinct leadership role on the board.
What changes when boards embed the framework
How we use it with boards
More intentional succession planning
The Framework supports smoother Board renewal by clarifying the competencies required for Chair and Committee Chair roles.
In a recent Chair succession process, using the Framework enabled the Board to define a clearer Success Profile. Directors were able to distinguish between strong contributions in a Director capacity and the distinct competencies required to lead as Board Chair. This alignment helped the Board navigate a high-stakes decision with confidence and set the stage for a smooth transition.
Stronger feedback and development
Grounding peer feedback in the Framework increases Director confidence in the process and improves its usefulness.
In one recent director feedback process with a publicly traded company, the use of behavioural definitions led to more discerning ratings than in previous years. The Chair gained clearer insight into each Director’s contributions, and Directors received richer, more actionable feedback that supported their development.
This is what I’m really looking for when recruiting a new Director. We know we can find candidates with the skills — but how they contribute is far more important.
I love the structure of the competencies – it really helped people reflect throughout the process.
Put the framework to work on your board
Whether you’re recruiting a director, planning chair succession or strengthening peer feedback, we can help you apply the competencies to your board’s context.
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