“I am done defending underperformance,” the Chairman says, fingers pressed against his temple. “At what point do we admit this is not bad luck?” The room shifts. Eyes drop to papers. A director clears his throat. “The economy is tight.” Another adds softly, “He built this company. We owe him patience.”
In a mid-sized family-owned enterprise, the founder’s son occupies the corner office. Results have declined for three years. Suppliers complain as cash flow tightens. Staff whisper in corridors but smile in meetings. Everyone knows the drawer is locked. No one wants to ask what is inside.
Until payroll is delayed. In office life, silence compounds faster than interest. Now imagine you are with me in a live board session. The story is not about one executive. It is about board culture. The real risk is not poor strategy. It is polite denial.
“Let us give him one more quarter.”
“We cannot destabilize the market with leadership changes.”
“Investors will panic.”
No. Investors panic when boards look captured. In Uganda, business is not just business. It is family name, community standing, political relationships. Removing a CEO can feel like tearing a social fabric. But protecting sentiment at the expense of performance is not governance. It is avoidance. The earlier a board acts, the smaller the wound.
I have seen boards postpone one hard conversation for twelve months. During that delay, market share slips, key managers resign quietly, regulators increase scrutiny. By the time the board finally intervenes, the choice is no longer strategic. It is survival. Enterprise performance is a mirror of board courage.
A board that tolerates mediocrity teaches management to normalize it. A board that asks disciplined questions sharpens execution. When committees coordinate rather than operate in silos, risk signals connect. When succession is discussed annually, not during crisis, transitions strengthen trust.
Excellent boards ask excellent questions:
“What evidence would change our view?”
“If we were appointed today, would we keep this CEO?”
“Are we protecting the organization or protecting ourselves?”
“What wars must we start? What are our must win battles?”
“What projects can we drop for a decisive win?”
Those questions create value. A difficult call made early preserves capital, culture, and credibility. The same call made late drains all three.
If you are Board Chairman, ask your directors:
- Are we delaying a decision because it is hard, or because it is wrong?
- Who benefits from our inaction?
- What message does our silence send to high performers?
Ask your CEO:
- What would you do differently if this were not a legacy issue?
- Who on your team is ready to step up if required?
Boards do not fail because they lack information. They fail because they lack resolve. The market eventually punishes hesitation. The board’s duty is to act before it does.
I remain, Mr. Strategy
