Polarization of the Boardroom: Lessons from 100 Days into the New Administration

Reflecting on the evolving political and social landscape, it's important to examine how the policies and regulations introduced during the first 100 days of the new administration have reshaped corporate governance and boardroom dynamics.

Panelists Barbara Adachi NACD.DC, Board Director, Atlas Technology Solutions, International Women's Forum, Old Republic International, VSP Vision; Keith Dorsey, NACD.DC, Founder, Boardroom Journey; Senior Advisor, Boyden; Board Director, Continu, Vimly Benefit Solutions; Vanessa Ruda, Senior Partner & Central US Region Lead, RHR International; and moderator Marcel Bucsescu, Vice President, Strategic Engagement, NACD offered insights on how board directors can navigate this era of uncertainty and rapid change, reflecting on the first 100 days of the new administration and how corporate governance and boardroom dynamics have evolved.

VIEW THE RECORDING

KEY TAKEAWAYS

Top Pressures Facing Boards Today

• Divergent opinions about new regulatory changes
• Labor and workforce policy shifts
• Innovation and emerging technologies disrupting industries
• Executive orders (EOs) affecting governance oversight
• Disagreements over trade policies and globalization strategies

Proactive Board Dynamics

Although it’s still early in the Q2 board meeting cycle, there’s a clear trend toward:

• Communicating more frequently outside of formal meetings
• Balancing urgency with strategic calm—anchoring in the vision, mission, and values
• Reinforcing stability and clarity for stakeholders

Trust and Communication with Management

• Strong board-management relations are needed in times like this; trust between both parties is essential.
• Directors should serve as strategic thought partners and create a safe space for open, two-way dialogue.

Evolving Board Processes

• Request that management share draft agendas earlier; standard agendas may not be sufficient in today’s environment and may need to be reworked to get the most out of the meetings.
• Encourage virtual committee meetings to handle routine matters, reserving in-person sessions for strategic dialogue.
• Prepare differently: shift from presentation mode to active collaboration and problem-solving.
• Give management grace: acknowledge that some answers will take time amid uncertainty.

Scenario Planning and Strategic Focus

• Use scenario planning thoughtfully—best case/worst case—but avoid becoming paralyzed by overplanning.
• Focus discussions and strengths, weaknesses, opportunities, and threats (SWOT) analyses on external threats and opportunities, not just internal ones.
• Encourage management and other board members to think beyond first-level risks: What else could be true? What opportunities might exist?

Board Composition and Culture

• Challenge nominating and governing committees to assess whether the board has the right competencies for today's needs.
• Calmer, thoughtful directors who can handle crises may be particularly valuable now.
• If you choose to intentionally incorporate diverse perspectives, ensure that debates are constructive and aligned with the mission and values of the organization, not with an individual's agenda.
• Encourage debate inside the boardroom, but maintain "one voice" outside the boardroom to protect organizational unity.
• Board members must have the courage to challenge assumptions thoughtfully.

External Expertise

• Leverage outside experts (e.g., geopolitical analysts, AI/cybersecurity specialists, economists) for education and scenario planning.
• Having these sessions during the board dinner is a great way to use that time effectively, rather than squeezing experts into a packed meeting agenda.

Stakeholder Communications

• Prioritize internal communication with employees and external communications with customers, third parties, investors, reaffirming vision, mission, and values.
• Prepare for investor and customer questions about the topics outlined, such as trade, AI, and geopolitical risks.

Managing Geopolitical Risks

• Acknowledge that geopolitical risk is top of mind, but focus on what boards are controllable and actionable.
• Understand and plan for varying impacts (e.g., tariffs, supply chain disruptions) in a focused way, without allowing for panic or chaos.

Adapting Leadership Mindsets

• For now, directors should expect uncertainty as the norm and not be distracted by it.
• Board leadership must pace itself for a marathon, not a sprint, balancing adaptability with strategic stability.
• Anchor every decision in the vision, mission, and long-term goals.

Final Reminders

• Stay true to your organization's core mission and strategy.
• Be courageous and ask deeper, more strategic questions.
• Foster strong relationships with management based on mutual trust.
• Remember: governance matters more than ever—and board directors’ voices have a lasting impact on the future of business.

Thank you to our sponsor for making this event possible