Board members can be disengaged even despite their best intentions. This is often due to poor group dynamics like rivalries, dominance of a few directors, and poor communication which prevents the board from engaging the collective deliberation that is essential to effective decision-making.

It may also fail in establishing internal structures that are conducive to the board's performance evaluation obligations. This typically involves establishing officers or committees which are responsible for gathering, analysing and bringing evaluation results to the full board for discussion. Delegating these issues to the entire board or even confining them to the management team and CEO is unlikely to provide effective supervision.

The board may be unable to assess the overall performance of its company if they don't take into account behavioural factors when evaluating the contributions of directors. This can result in a superficial procedure that is used to satisfy listing requirements or to make a statement to good governance.

There are many ways for boards to elevate their performance and ensure that they're fulfilling their fiduciary duties. Focusing on the quality of human interactions in the boardroom is the first step. This can be achieved if the board is flexible and resilient, as well, and strategically. It's also important to offer the right mix of expertise and experiences, including gender diversity. This allows the board to have a wider array of perspectives and better deal with the issues that are critical to them. It also helps the board create an environment of collaboration that encourages open communication and a diversity of viewpoints.