A new (DRIVE) Framework for Director Effectiveness
The new DRIVE Framework
Board Benchmarking has used more than 24,000 comments in relation to strengths and suggestions for directors to develop a new and contemporary framework of board effectiveness. The comments were made in reviews of the effectiveness of 1,276 directors carried out between 2013 and 2025. The directors assessed were from organisations of all shapes, sizes and sectors and were mostly resident in Australia.
This new DRIVE Framework (Direction, Relationships, Insight, Values, Execution oversight) is anchored in how directors are actually perceived in practice. It integrates both what directors do and how they behave in a unified diagnostic framework. It recognizes that a director’s value extends beyond technical skills or governance know-how. It also includes how they think strategically, relate interpersonally and contribute to the culture and integrity of the board.
Effectiveness in the boardroom, not just on paper
Some directors have great skills, expertise and abilities on paper but have difficulty applying those strengths in the boardroom. Some have multiple qualifications but lack the judgement and/or ability required to apply their skills and expertise in the boardroom. Others have the skills and experience, but their behaviors and/or lack of EQ undermine boardroom trust, cohesion and effectiveness.
The DRIVE framework helps measure the effectiveness of individuals as a director by not only assessing what they contribute but also how they go about contributing. It combines cognitive, behavioural, and structural attributes in a way that aligns with contemporary board expectations.
DRIVE provides a balanced lens through which to assess the overall impact of a director, in and outside the boardroom. Each of the five components captures a distinct but interconnected aspect of how a director’s effectiveness contributes to board performance.
The Five Components of DRIVE
D – Direction (and Strategy)
This dimension reflects a director’s ability to shape and influence the long-term success of the organisation. It includes strategic foresight, commercial acumen, and an understanding of the broader market, customer, and regulatory environment. Directors who excel here bring clarity, focus, and a forward-looking mindset that adds value to boardroom strategy. Their presence supports a disciplined focus on purpose, positioning, and performance.
R – Relationships (and Influence)
Relationships and influence reflect how directors interact with their peers, the Chair, management, and stakeholders. Effective directors build trust, respect boundaries, and contribute to an inclusive, respectful and collaborative culture. They listen actively, challenge respectfully, and foster psychological safety in the boardroom. Their influence is built on credibility, emotional intelligence, and an ability to elevate group performance without dominating or dismissing others.
I – Insight (and Contribution)
Insight and contribution reflect a director’s preparedness, thoughtfulness, and value-added input. Effective directors are curious, well-prepared, and engaged across the breadth of board topics. They ask probing questions, synthesize complex information, and bring new perspectives that sharpen debate and improve decisions. These directors elevate the intellectual tone of the board and drive higher-quality outcomes.
V – Values (and Conduct)
This component reflects how directors model integrity, professionalism, humility, and composure. Effective directors hold themselves to high ethical standards and behave with consistency, maturity, and self-awareness. They act as role models of boardroom decorum and governance integrity, reinforcing the organisation’s culture and building trust through their tone, reliability, and authenticity.
E – Execution oversight
Execution oversight refers to how directors engage with their core fiduciary duties, monitor risk, and provide performance oversight without blurring governance and management roles. Effective directors balance scrutiny with support. They contribute meaningfully in committees, maintain a clear line between oversight and operations, and help focus the board’s time on matters of material significance.
