Director Effectiveness Survey Framework
Assessing governance effectiveness and leadership impact.
Our Director Effectiveness Framework
We utilised over 24,000 comments regarding strengths and suggestions from 1,276 directors to develop a new and contemporary framework for board effectiveness in 2025. The directors assessed were from organisations of all shapes, sizes and sectors and were mostly resident in Australia.
The new DRIVE Framework (Direction, Relationships, Insight, Values, and Execution oversight) is grounded in how directors are perceived in practice – inside the boardroom. It integrates both what directors do and how they behave in a unified diagnostic framework. It recognises 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 struggle to apply those strengths in the boardroom. Some have multiple qualifications but lack the judgment and/or ability required to apply their skills and expertise in the boardroom. Others have the skills and experience, but their behaviours and/or lack of EQ undermine boardroom trust, cohesion and effectiveness.
The DRIVE framework helps measure the effectiveness of individuals as directors by assessing not only what they contribute but also how they contribute. 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 in this area bring clarity, focus, and a forward-looking mindset that adds value to the 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 each other respectfully, and foster a psychologically safe environment 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, synthesise 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 consistently behave with maturity, self-awareness, and integrity. 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 fulfil their core fiduciary duties, monitor risk, and provide performance oversight without blurring the lines between governance and management roles. Effective directors balance scrutiny with support. They contribute meaningfully to committees, maintain a clear line between oversight and operations, and help focus the board’s time on matters of material significance.
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Board Benchmarking has developed other surveys and reports to help boards achieve organisational success. These surveys are supported by expert advice on how to interpret and act on the results by our Global Board Advisory Partners.
