In PwC’s 2024 Corporate Directors Survey, only 35% of executives rated their board effectiveness as high. Nearly one in ten directors, they said, shouldn’t be there at all. Given this, we can assume most boards lack the mechanisms to evaluate themselves constructively.
The board of directors’ survey questions help shed light on blind spots in board effectiveness. They provide structure to reflection, reveal patterns that don’t show in board and committee meetings, and open the door to course correction without making feedback personal.
This article offers a practical way to use board surveys, including the following:
- Over 50 board evaluation survey questions, grouped by theme
- Recommendations on survey structure, frequency, and delivery
- Advice on interpreting results and acting on feedback
- Learning how digital board software simplifies the process
Why use board surveys?
Boards face loads of responsibility, including strategic planning, financial oversight, and regulatory compliance. However, self-examination often stalls since it’s rarely urgent, occasionally uncomfortable, and easy to postpone.
Board surveys create a more structured way of reflecting on board operations. They clarify how board directors experience work, where expectations are misaligned, and how governance practices hold up over time. When addressed, these issues are critical for cultivating a high-performing board.
Simply put, they provide insights across four key areas — performance, engagement, accountability, and compliance.
The Institute of Directors (IoD UK) describes effective board evaluations as “a key lever for board improvement,” especially in environments where governance demands are accelerating. They’re no longer considered optional in many jurisdictions. Moreover, in some sectors, such as publicly listed companies, it’s a regulatory expectation.
Four common survey types create a 360-degree view of how the board functions:
- Engagement surveys focus on assessing engagement and director satisfaction, meeting participation, and board culture. These often uncover whether board service is meaningful.
- Effectiveness surveys look more broadly at structure, composition, and decision-making. Questions typically address role clarity, strategy alignment, and time spent on key issues.
- Meeting reviews are short-form surveys used after board or committee meetings. They track efficiency, agenda clarity, and whether discussions feel focused or repetitive.
- Chairperson feedback surveys gather confidential impressions of the chair’s leadership, including how well meetings are facilitated and whether dissenting views are encouraged.
As of 2024, 55% of S&P 500 companies do reviews that include the whole board, committees, and individual directors. This marks an increase from 43% in 2020. In the Russell 3000, this practice rose from 24% in 2020 to 38% in 2024.
How to structure a board survey
For boards exploring how to measure board effectiveness, the survey’s design is a practical starting point. A well-crafted survey helps assess organizational performance, clarify the board’s perceived role, and measure alignment among directors on key priorities.
Here’s how to draft a comprehensive board of directors survey.
Clarify the purpose before drafting questions
It sounds obvious, but too many surveys lack a goal. Defining the objective upfront keeps the survey focused and meaningful. Otherwise, it risks becoming a vague catch-all. That kind of scattershot approach tends to frustrate respondents and produce data you can’t use.
- Interesting fact: It’s well documented that survey response quality begins to fall noticeably after the 12-minute mark.
Mix formats for balanced insights
A reliable survey uses closed-ended questions (ratings, multiple choice, yes/no) with a few open-ended prompts.
On one side, closed questions provide structure. They’re measurable, easy to compare over time, and efficient. Additionally, open questions, used sparingly, invite reflection, revealing issues that might otherwise stay hidden.
For example, when drafting board meeting survey questions, consider options like:
- Closed: “Do you feel adequately prepared for board meetings?”
- Open: “What would help you prepare more effectively?”
Pro tip: Too many open-ended fields are perceived as extra work, especially if directors are not sure about the purpose. Focus on what you genuinely want to hear and intend to act on.
Keep it short but substantive
Board governance professionals advise sticking to no more than 20 questions. It’s also recommended grouping related items by theme, such as engagement, decision-making, or leadership. Doing so improves readability and signals that the survey is logically structured.
Furthermore, consider adding a visible progress bar to set expectations and reduce drop-off if the format is digital.
Maintain anonymity
Unsurprisingly, directors may abstain from sharing constructive or critical feedback if they suspect their comments could be traced back to them.
Whether you’re using external consultants, a secure board portal, or internal tools, make it clear that responses are confidential.
- Interesting fact: Anonymous feedback results in 74% greater honesty in employee responses.
Align timing with board rhythms
The standard recommendation is to conduct full board surveys annually as part of the year-end governance cycle. In some cases, short-form pulse surveys after major decisions, retreats, or board transitions offer timely insight.
- Pro tip: If you’re launching surveys for the first time, pilot one after a board meeting or committee cycle.
Methods of delivery
The way you distribute the board survey affects participation, honesty, and clarity of responses. The delivery tool influences how candid the responses are, how quickly results are analyzed, and how confident directors feel that their input is genuinely anonymous.
Let’s explore the most common formats and when each one makes sense.
Email-based surveys
Email is often the default, familiar, and low-cost method for sharing surveys. They’re easy to send via Google Forms, Typeform, or Microsoft Forms. It works well for quick post-meeting check-ins or informal engagement snapshots. Directors can respond on their own time, and you can start gathering input immediately.
That said, there are drawbacks. Anonymity is rarely guaranteed unless additional steps are taken, which impacts honest feedback, especially if questions touch on leadership, conflict, or internal dynamics. You’ll also likely need to clean and format the results manually before presenting them.
Use this method when:
- Survey topics are non-sensitive.
- The board is small and informal.
- You’re testing before rolling out something more structured.
PDFs or printed forms
Many boards still rely on printed materials, especially when other board members prefer to work offline or during in-person sessions.
Handouts can be a practical option for quick feedback during retreats or facilitated sessions. However, the trade-off is speed and security. Paper surveys must be collected, entered by hand, and stored carefully to protect privacy. Anonymity, again, can be tricky.
Use this method when:
- You’re conducting an in-person workshop or retreat.
- Tech use is limited among individual board members.
- Low-risk survey topics.
Secure digital platforms
A secure digital platform offers real advantages for more formal, recurring board surveys. These tools typically include:
- Role-based access controls
- Anonymity options for sensitive feedback
- Built-in analytics for faster interpretation
- Uninterrupted connection to your existing board workflows
Additionally, surveys run through a trusted platform feel official and protected. Directors are more likely to respond honestly when they know their input is being collected securely.
If your board already uses a portal, it’s worth checking whether survey functionality is available. Ideals Board now provides integrated survey capabilities. It becomes easier than ever to gather input, link results to agenda planning, and track responses over time with Ideals Board.
Use this method when:
- Feedback relates to leadership, strategy, or board performance.
- You need confidentiality, consistency, and efficiency.
- Surveying is part of a broader governance or compliance process.
Additional read: Discover more insights on what board management is.
50+ Board member survey questions by category
Below, you’ll find over 50 board survey questions grouped into practical categories. Whether you’re running a full governance review or a targeted check-in, these questions can be used as-is or tailored to fit your board’s structure, tone, and level of formality. Besides, the questionnaire is flexible enough to support corporate governance frameworks and tailored enough to guide survey questions for nonprofit board members.
| Engagement and morale |
| 1. How satisfied are you with your experience as a board member? |
| 2. Do you regularly participate in board discussions? |
| 3. Do you believe your contributions are valued by the board? |
| 4. Do you feel your involvement on the board has grown more meaningful over time? |
| 5. In your view, what factors most affect board morale or engagement? |
| 6. What would help you feel more engaged during or between meetings? |
| Governance and strategic alignment |
| 7. Does the board have a clear understanding of the organization’s strategic priorities? |
| 8. Do you feel the board effectively guides long-term planning? |
| 9. Are ethical or reputational risks sufficiently discussed at the board level? |
| 10. How confident are you that the board evaluates risks with sufficient independence from management? |
| 11. In your opinion, where does the board most often drift from strategic focus? |
| 12. What should be strengthened in the board’s approach to strategy? |
| Roles and responsibilities |
| 13. Are you clear on your responsibilities as a board member? |
| 14. Do you feel expectations around board participation are realistic? |
| 15. Are directors held accountable for following through on commitments? |
| 16. Where do you think role clarity could be improved, either for individuals or committees? |
| 17. How can the board better support role understanding across teams? |
| Communication and сollaboration |
| 18. Is board communication open, respectful, and constructive? |
| 19. Do you feel comfortable raising concerns or dissenting views during meetings? |
| 20. Are there channels outside of meetings that support constructive board dialogue? |
| 21. Is collaboration between board members and executive leadership effective? |
| 22. In your view, what aspects of how the board communicates feel effective, and where is it falling short? |
| 23. How could cross-board or committee collaboration be improved? |
| Meeting effectiveness |
| 24. Are meetings well structured and use time efficiently? |
| 25. Do you receive materials far enough in advance to prepare adequately? |
| 26. Are board meetings focused on discussion and decision-making rather than updates? |
| 27. What consistently helps or hinders board meeting productivity? |
| 28. What one thing would improve our meetings? |
| Diversity, equity, and inclusion |
| 29. Does the board include diverse perspectives and lived experiences? |
| 30. Do you feel your viewpoint is respected, even when it differs from others? |
| 31. Has the board made progress in DEI over the past year? |
| 32. What more could the board do to foster an inclusive environment? |
| 33. Where could DEI be better integrated into governance or strategy? |
| Chairperson feedback |
| 34. Does the chair foster balanced discussion and ensure all voices are heard? |
| 35. Do you feel the chair leads with fairness and authority? |
| 36. Is meeting time managed well under the chair’s leadership? |
| 37. What feedback would you offer the chair to support their effectiveness? |
| 38. How could the chair better support your role as a director? |
| Committees and subgroups |
| 39. Are committee goals clearly defined and aligned with board priorities? |
| 40. Do you believe committee work is appropriately integrated into board decision-making? |
| 41. Are you satisfied with how committee roles are assigned? |
| 42. What improvements would strengthen committee reporting or focus? |
| 43. What’s working well — and what’s missing — in how committees operate? |
| Executive director and board relationship |
| 44. Does the board maintain appropriate oversight without micromanaging the ED? |
| 45. Is communication with the executive director consistent and constructive? |
| 46. Do you trust the information provided by executive leadership? |
| 47. Where do you see opportunities to strengthen the board–ED relationship? |
| 48. What support or clarity would improve this relationship? |
| Onboarding and development |
| 49. Are you adequately prepared to contribute after joining the board? |
| 50. Were onboarding materials and orientation sessions helpful? |
| 51. Are there regular opportunities for governance training or development? |
| 52. How would you rate the board’s efforts to build leadership capacity among its members? |
| 53. What additional support would benefit new board members? |
| 54. What kind of board development would be most useful right now? |
Tailoring questions for nonprofit and advisory boards
Nonprofit and advisory boards face distinct responsibilities shaped by the organization’s mission and priorities, donor oversight, and community accountability. The framing, focus, and tone of your questions should match the board’s core function.
While some survey topics are universal, such as meeting quality, communication, and engagement, others must reflect each board type’s — legal, cultural, and strategic realities.
So, if you’re crafting survey questions for nonprofit board members, focus on mission, impact, and accountability; however, if you’re writing for an advisory panel, zero in on strategic value and role clarity.
Let’s explore these in more detail.
Advisory board survey questions
The advisory panel’s job is to advise, challenge, and support without the formal weight of governance. Thus, the survey should focus on whether the board feels heard, useful, and aligned with leadership.
Good questions for the advisory board survey include the following:
- Has your input helped shape executive decision-making this year?
- Are the expectations of your advisory role clear and appropriate?
- Do you have the information and context you need to give useful advice?
- How often do you feel your perspective is genuinely sought out?
- Would you recommend this advisory role to someone in your professional circle?
Survey questions for nonprofit board members
Nonprofit board members engage in governing to a greater extent. It’s good to ask how effectively members understand their position, make a difference, and help the organization reach its goals.
Here are a few practical examples to consider:
- How consistently are board decisions tied back to the organization’s stated mission?
- Are you confident the board is fulfilling its fiduciary responsibilities under nonprofit law?
- How well does the board evaluate the real-world impact of programs or services?
- Do directors receive enough financial context to make informed oversight decisions?
- What additional resources would help you strengthen your role as a board member?
Analyzing survey results
Collecting the responses is just the first step. The real progress begins when you dig into the data and start uncovering what it means for your board’s performance and culture.
Making sense of the numbers and comments
Separate the obtained data into two broad types: numbers and narratives. Take time to read every comment to find context that either confirms the scores or points to something deeper (i.e., an unmet need, a communication gap, or even an early warning sign).
These help you benchmark progress against the parameters for a high-performing board, like strategic oversight, meeting effectiveness, and role clarity.
Grouping results into themes
Once you’ve reviewed the responses, start grouping them into themes. You’ll likely see patterns around areas like:
- Clarity of roles and responsibilities
- Understanding board dynamics and collaboration
- Strategic influence
- Efficiency of meetings
- Communication with executive leadership
If two or three concerns show up repeatedly across different questions or board members, that’s something worth addressing.
Turning insight into action
Let the board know what came out of the survey and its next steps. That closes the loop and reinforces that their feedback is being taken seriously.
Here’s a simple framework:
| Theme | What we heard | What we’ll do |
| Strategic engagement | 42% of members feel their input doesn’t influence major decisions. | Add dedicated strategy sessions early in the planning cycle. |
| Meeting design | Meetings feel rushed and overly formal. | Adjust agendas to allow more open discussion and reflective time. |
| Role clarity | Uncertainty about individual responsibilities. | Include a role and duty refresher in the next onboarding or retreat. |
Compliance and global considerations
US boards: Oversight, privacy, and data handling
In the US, board surveys aren’t mandated by law, but they’re fast becoming a governance norm. While the Sarbanes-Oxley Act (SOX) doesn’t call for board self-assessments directly, it emphasizes audit oversight, internal controls, and accountability.
If any of your board members or advisors reside in California, your survey may fall under the California Consumer Privacy Act (CCPA). This law gives individuals rights over how their data is collected, stored, and shared, even if it’s just internal performance feedback.
- Pro tip: Use board portal software for secure data management.
UK boards: Diversity, disclosure, and corporate behavior
Across the Atlantic, things look a little different. UK boards, especially public ones, are expected to follow the UK Corporate Governance Code. This isn’t a law, but it’s pretty close. The framework recommends that boards engage an external facilitator to lead their evaluation at least once every three years.
Then there’s the Parker Review, which stipulates that listed companies pursue continuous improvement of ethnic diversity in their boardrooms. So, if your board survey completely skips DEI-related questions, you may be missing both the point and the policy signal.
To meet these requirements, you may include the following questions:
- Has the board taken steps to improve diversity and inclusion in the past year?
- Is performance feedback used to shape board composition and renewal?
- Are directors comfortable raising concerns or dissenting views?
Global and cross-border boards: GDPR, context, and common sense
If you’re collecting responses from European directors or anyone based in the EU, the General Data Protection Regulation (GDPR) applies. That’s because board surveys count as data processing, meaning:
- A lawful basis (usually “legitimate interest” or “consent”) is required.
- Respondents must be informed how their data will be used.
- Avoid collecting more data than needed.
- If the survey is anonymous, it must stay anonymous.
Even beyond Europe, data privacy laws influence the surveys conducted. Canada has the Personal Information Protection and Electronic Documents Act (PIPEDA), Brazil has the General Personal Data Protection Law (LGPD), and similar frameworks are emerging in Asia and the Middle East.
Beyond that, what’s considered transparent in the US might be seen as offensive in Japan or Germany. Therefore, if you’re working with an international board, tailor the questionnaires to local compliance or offer a short “cultural context” note starting the survey.
Conclusion
Regular feedback is one of the most effective ways to support good governance practices within the company.
Well-structured board engagement survey questions help identify gaps early and align everyone with the company’s mission.
If you’re ready to make feedback easier to collect, manage, and learn from, you’ll want to explore what’s next at Ideals Board. Its board survey tool is designed to help boards collect feedback securely, manage results easily, and build more accountability into the evaluation process.