Writing board reports: it’s a talent worth mastering

Communication skills are touted as one of the key traits of great leaders yet many an executive manager comes unstuck when it comes to compiling their board reports.

Striking the right balance of relevant information and being able to present that information in the appropriate way is a specific skill executives can find problematic but once mastered, becomes an asset to both the individual and the organisation.

Provide too little information and the board isn’t across the whole picture and risks not making effective decisions.

Provide too much information and you raise the risk of the board becoming bogged down in the minutiae of the operations of the business.

Ideally, reports to the board will have sufficient information to allow directors to be strategic and help them make effective decisions, but avoid too much detail that is an invitation to the board to become more involved in operational matters.

The five keys to quality board reports

1. Step into the director’s shoes (or mind) : Adopting a director’s mindset can help clarify the type and structure of the information and reporting processes. This means considering what kind of information is necessary to make strategic decisions rather than operational, and what details will hinder or interfere with that process by overloading directors. Trying to think like a director not only helps an executive write a report that is effective, but is a great strategy to develop leadership skills.

2. Relevance: If there is a risk of providing too much information or becoming bogged down in something technical, ask how much information is required to make a decision in regard to the issue. Does the board need to know the ins and outs of a particular complaint or finding, or do they simply need to know an issue has been identified and needs to be addressed, and the reasons why?

3. Context: One of the most common traps for executives is to fail to include the nuances of operations that directors wouldn’t be aware of. These are the kind of details that help a board have context around what is happening, but without finer details that just complicate process.

This will typically be information that an executive manager doesn’t see as important because they see or experience it daily, but for the decision-makers who aren’t involved in operations, it can be the kind of relevant information that provides a context for many decisions.

Providing some background or reference to some information may be important, especially if there are day-to-day operational issues directors would not be aware of. Linking your report material to the organisation’s strategic goals also provides context to the directors.

4. Direction: Provide the information directors need in order to help you reach your desired goals or outcomes. This includes information that prompts directors to consider or discuss a particular aspect of strategy that you see as currently important to the business or organisation.

5. Clarity: Ensuring the copy in the report is clear and concise prevents unnecessary confusion and questions. A succinct, well crafted and logical report helps directors focus on what is necessary. This is not the time to try to impress the board with your use of technical or industry jargon. They will be more impressed by your ability to clearly articulate or summarise what is happening within the organisation.

Don’t forget the bad news

Nobody likes being the bearer of bad news, and managers can sometimes be reticent to present a full picture when something has gone wrong or a risk or threat has been identified.

Not reporting negative or unwelcome news isn’t wise and aside from the potential risks such a move creates, it also fosters a lack of trust and transparency between the two pillars of governance.

Rather, the art of writing great reports includes knowing how to present information in a way that provides the board with the information they need but also indicates the level of leadership being shown to address the issue and ultimately builds trust in the executive team.

For executives and managers looking to develop their leadership skills, it’s worth considering writing board reports as a talent to be cultivated rather than a task to be endured.

Effective communication across the entire chain of command is the hallmark of a great organisation and leadership capabilities.