Anticipation and empathy: Together unbeatable in Board work

Writer: Pia Pursiainen

The world is no longer what it used to be; it has become quite complex and unpredictable. We are challenged by various forces of change that bring with them difficulties in forecasting and create imbalances in business operations. Predicting the future in board work has become more challenging than ever before. What worked in the past may no longer be the best way to create value in the future.

How does this reflect on board work?

The board's role is to transform today’s company into tomorrow’s success story. This requires more than relying on past strategies; it demands strategic foresight and the courage to make informed assumptions about an uncertain future. Boards must look beyond the obvious, exploring diverse pathways, actively listening to different perspectives, and clarifying strategies through the haze of uncertainty.

Ultimately, success is determined on the board’s ability to cultivate a unified vision—a decision-making framework that reflects collective belief, regardless of individual differences. Effective navigation thrives on dynamic discussions, contrasting viewpoints, and a culture that embraces dissenting opinions, provided they are well-reasoned. This environment fosters psychological safety, where board members and the CEO feel empowered to question, challenge, and contribute without fear of negative consequences.

Why isn’t this common practice?

Surprisingly, many boards fall short in creating spaces for authentic connection and diverse thinking. There is often limited effort to understand fellow members as individuals—their backgrounds, cognitive styles, and working methods. Diversity, while celebrated in theory, is sometimes sidelined in practice because it complicates consensus-building. As a result, board discussions can become overly procedural, fixated on structured agendas at the expense of meaningful dialogue.

This lack of emotional engagement can hinder a board’s ability to identify future growth drivers. Boards risk becoming echo chambers, missing critical signals of change and innovation opportunities that lie beyond traditional viewpoints.

The value of emotional intelligence

When we select board members who are rich in emotional intelligence, we can begin to build a board where even unfinished thoughts are courageously shared to enrich collective discussions. We can create a psychologically safe environment where pre-decision conversations are diverse, inclusive of different perspectives, and where everyone feels encouraged to voice their views.

And despite—or perhaps because of—all this, we are able to make well-considered, thorough decisions that are future-oriented. Emotional intelligence fosters psychological safety and trust, creating space for joy and even fun within the boardroom. Such a board is highly likely to empower the executive team to achieve even better performance.

When it’s time to select new board members

When selecting new board members, go beyond evaluating technical expertise. Prioritize versatility and emotional intelligence alongside traditional competencies. This holistic approach ensures that board governance is not just about managing today’s operations but also about crafting a resilient, future-ready organization.

By embedding anticipation and empathy into board dynamics, we can transform governance into a powerful engine for sustainable growth and innovation. After all, in an unpredictable world, these two qualities are unbeatable together.

Pia Pursiainen | Partner | Chief Executive Search | 0445400654 | pia.pursiainen@chief.fi