Let me be candid with you: the boardroom isn’t for the faint-hearted, especially when the topic is as loaded as a new regulatory impact on profitability. I found myself right in the middle of one such moment in April 2018, presenting on IFRS9’s effects on our bank’s bottom line. The Bank of Uganda had mandated this new accounting standard from January 1st 2018, and its impact was staggering. Profits? Cut. Five of the ten largest loans shifted to stage 3, requiring full provisioning. In other words, the numbers didn’t look good, and everyone knew it.
Then came the questions-the tough ones.
As the presentation progressed, tension filled the room, thick enough to cut with a knife. Accusations flew, fingers pointed, and voices rose. A board member, frustrated, demanded why the assets committee approved loans of this scale without broader board awareness. It was a moment of reckoning. Conversations like these reveal the reality: handling difficult questions isn’t optional for a board; it’s mandatory. And how you handle them can either make or break the board’s ability to steer effectively.
Tension is contagious, but so is composure. If you’re the presenter or chair facing the heat, don’t escalate.
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Here’s how to master the art of navigating these landmines in the boardroom
- Own the situation, don’t defend it
When facing a tough question, especially around decisions that didn’t turn out as expected, the worst thing you can do is go on the defensive. In my case, instead of arguing why the loans were approved under then-current assumptions, I acknowledged the impact directly, stating the rationale and reinforcing that it was, indeed, a collective decision. Remember, the boardroom isn’t a courtroom, and you’re not on trial. Be transparent. Acknowledge challenges openly; don’t justify them.
- Redirect to shared responsibility
In heated moments, board members often forget that governance is a team sport. That day, as fingers pointed at the assets committee, I reminded everyone that the board exists as a unified entity. Rather than allowing the conversation to spiral into blame-shifting, I redirected it: “Let’s focus on how we can collectively adjust our lending strategy to meet IFRS9 requirements without compromising future profitability.” This shifted the focus from finger-pointing to solution-building.
- context is king-frame the big picture
The devil might be in the details, but the board needs the big picture. Explaining the long-term implications of IFRS9 in a way that board members understood made it easier to see why the changes, though painful now, positioned us for future compliance and credibility. By giving board members a broader understanding, you enable better questions and fewer accusations.
- Stay calm and decisive
Tension is contagious, but so is composure. If you’re the presenter or chair facing the heat, don’t escalate. I held my ground calmly that day, even as voices rose. Your calm presence serves as a silent reminder that while the stakes are high, every crisis has a resolution. Maintain clarity, and stay above the emotional fray.
- Demand constructive dialogue
A boardroom isn’t a place for petty arguments. I turned the conversation around that day by posing a direct question: “Where do we want to focus our energy on assigning blame, or on determining the steps needed to meet IFRS9 without further risk?”
This question cut through the tension, turning critics into contributors and bringing the room back to strategic thinking. You must be the voice of reason in the boardroom, prepared with key statements that help focus the board.
- End with action, not accusation
The boardroom needs decisions, not debates. After laying out the IFRS9 impacts, we collectively outlined an action plan to adjust the bank’s loan portfolio strategy and improve inter-committee communications. This provided not just an immediate response but also a concrete path forward.
When the stakes are high, tough questions are inevitable. But instead of fearing them, boards need to embrace them. The hard truth is that the most effective boards aren’t the ones that avoid difficult conversations; they’re the ones that confront them head-on, using them to strengthen decision-making and improve oversight.
Tough questions, when handled well, are like fire-they can destroy, or they can purify. Embrace them as opportunities to reinforce transparency, shared accountability, and strategic focus. Next time you find yourself in a high-stakes boardroom exchange, remember: it’s not about being right. It’s about being responsible.
Mustapha B Mugisa, aka Mr Strategy
