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Board away days
Far from an optional extra, board away days provide vital time and space to deep dive into bigger issues
GOVERNANCE
Aisha Lalloo
Senior Consultant – Governance and Regulation, Campbell Tickell
Aisha Lalloo
Senior Consultant – Governance and Regulation, Campbell Tickell
Issue 85 | September 2026
At a time when boards are under pressure to do more with less, the ability to think strategically, challenge constructively and maintain a clear sense of purpose has never been more important. Yet in many organisations, crowded agendas and increasing governance demands can make it difficult to give these activities the attention they deserve.
Good governance requires boards to balance fiduciary oversight, strategic direction and forward-looking discussion throughout the year. However, regular meetings are often dominated by performance reports, risk management, compliance matters and decisions that require immediate attention. As a result, there can be limited opportunity to step back and consider longer-term questions about the future of the organisation.
This is where a well-designed board away day can add significant value.
Supporting board effectiveness
While it can be tempting to view away days as an optional extra, they can be one of the most effective tools available to support board effectiveness.
Rather than replacing strategic discussion within formal meetings, they provide dedicated space to explore issues in greater depth, test assumptions and consider emerging challenges that may not fit easily within a standard agenda.
Away days are particularly useful when boards need to reflect on strategic direction, consider changing operating environments or think through complex issues without the pressure of making immediate decisions. Questions such as whether the current strategy remains fit for purpose, what risks lie on the horizon, or what capabilities the organisation will need in the future often benefit from focused discussion and collective reflection.
Away days can also strengthen the quality of board discussions and decision-making. Effective governance depends not only on structures and processes, but also on the ability of board members and executives to engage openly, listen to different perspectives and challenge one another constructively. Strong relationships must always be underpinned by clear accountabilities, robust assurance and appropriate scrutiny, but creating opportunities for deeper discussion can help boards operate more effectively as a collective leadership team.
This can be particularly valuable during periods of organisational change, when there is new leadership, significant strategic decisions to make, or changes in board membership. Taking time away from routine business can help develop greater alignment around priorities and create a shared understanding of the challenges ahead.
“Whether focused on strategy, risk, culture, board effectiveness or organisational transformation, they should be designed to encourage active participation and meaningful discussion rather than simply replicate a board meeting in a different location.”
“Whether focused on strategy, risk, culture, board effectiveness or organisational transformation, they should be designed to encourage active participation and meaningful discussion rather than simply replicate a board meeting in a different location.”
Time for exploration
Away days can also create the conditions for better challenge. Discussions about culture, risk appetite, strategic trade-offs and future opportunities often require a level of openness and curiosity that can be difficult to achieve within the confines of a formal board meeting. By allowing more time for reflection and dialogue, away days can encourage boards to explore difficult issues more thoroughly and surface different viewpoints before decisions are required.
Of course, not all away days are successful. The most effective are those with a clear purpose and a strong connection to the board’s priorities. Whether focused on strategy, risk, culture, board effectiveness or organisational transformation, they should be designed to encourage active participation and meaningful discussion rather than simply replicate a board meeting in a different location.
It is equally important that discussions lead to action. Insights generated during the day should inform future board agendas, strategic planning and governance activities. Without clear follow-through, even the most engaging conversations risk becoming a missed opportunity.
Board away days are not about stepping away from governance responsibilities. They are about creating the conditions for boards to fulfil those responsibilities more effectively. In a world of increasing complexity and constant change, giving boards the space to think, challenge and reflect may be one of the most valuable investments an organisation can make.
How Campbell Tickell can help:
At Campbell Tickell, we help boards make the most of their limited time together.
We design and facilitate board away days that support strategic thinking, constructive challenge and practical outcomes.
If you are considering an away day, we’d be delighted to discuss how we can help.
