Theodore should request an offline discussion with the board Chair and board secretary so Theodore can understand why the document pack has been prepared in such a manner and understand any nuances or complexities he may not have been made aware of during the initial recruitment discussions. These could have an impact on why the board papers are now presented in the manner they are.

The entire process should be approached in an open, non-confrontational nor judgemental manner.  Theodore should first frame his intentions around being the "new person on the board/team" and his objective as having accepted the role and within his personal mission ahead - contribute for positive impact. I believe that framing the discussion within this context will set the tone and also foster a higher trust level enabling others to understand where Theodore is coming from (and not take offense).

From there Theodore should share the areas that he believes could benefit the whole board team if improved. In discussion with the Board Chair, to ensure he has support, Theodore should propose a framework on how they may better proceed ahead. This framework should be simple, in bullet points and include an example on how the board document pack could be better presented to allow for better meeting preparation. Theodore would propose time with the Executive Assistant or Board Secretary so they understand what needs to be done to present data in a more readable manner.

Corinne Klajda heads Accord Group Polska, a founding member of the AltoPartners Executive Search & Leadership Consulting global alliance. A founder and a non-executive chairwoman of Nuvadis Interim, Corinne also consults on multiple business transition & interim management assignments. Being a certified mentor coach, she has become a trusted advisor beyond the search focus: she maintains her coaching practice exclusively for CEOs, and regularly facilitates board discussions delivering leadership consulting services. Corinne is an active YPO member and a guest lecturer at the Warsaw School of Economics or at the Executive Program for Women at the Kozminski University that she particularly enjoys as she is a firm believer in female empowerment. She is based in Warsaw, Poland.

It is important to speak with one voice when giving directions from the directors to the executives about writing for the board.

Theodore should raise the issue with the chair as something that the board could usefully discuss during its in-camera or 'quiet time' session. It is important to discover how the other directors feel about the length, structure, and timeliness of their papers. Then the board needs to agree on how the papers should be changed and what form of guidance they wish to give management.

This conversation can also be used to discuss the experience of the other directors with their induction; Theodore may find that there is little history of induction, and the board and/or CEO has pulled together what they thought was a reasonable pack of reading rather than thought through a specific process designed to help each specific new director to become fully effective as soon as possible. Many experienced directors would contend that induction continues for several months after appointment and should include site visits as well as meetings and the inevitable reading of documents.

Once the board has reached a unified view of how and when they want their papers, it will likely fall to the chair to inform the CEO of this. Design of a suitable standard template might help but should be delegated to management with the supply of a few samples from elsewhere to help them start thinking about what will be best for their company.

Training management in writing better board papers would likely also help.

Julie Garland McLellan is one of Australia’s most internationally acclaimed company directors and board advisors. She is renowned for her practical experience as well as deep governance expertise and qualifications. She is based in Sydney, Australia.

Theodore should tactfully convey his concerns about the board papers by framing his feedback as an opportunity for improvement and aligning it with the best interests of the board and the company.

He can begin by acknowledging the chair and his fellow board members' experience and expertise. He can then express his enthusiasm for contributing to the board's success and highlight his observation of the lengthy and potentially problematic board papers.

Citing his prior board experiences, Theodore can suggest that implementing a standardised template and cover sheet would improve clarity and reading speed.

He could also suggest a board paper policy and procedure guide that outlines specific content requirements and distribution timelines. He can emphasise the potential for overlooking critical information due to the current format, leading to uninformed decision-making and possible legal ramifications for the board.

To further support his point, he can reference industry best practices, highlighting the recommendation of limiting board packs to under 200 pages with individual reports not exceeding 10 pages. [Such as NACD's article - Board packs: Elephant in the Boardroom]

Theodore should also mention the missing papers for certain agenda items and recommend a process for ensuring timely submission of complete board packs.

By presenting his concerns constructively and offering practical solutions, Theodore can demonstrate his commitment to the board's effectiveness without causing offense.

Trent Bartlett is a Professional Board Chair, Committee Chair and Independent Director. He is ESG & Sustainability Certified (GCB-D) and qualified as a Certified Director through INSEAD (IDP-C). Trent is also an AICD Faculty Member. He is based in Perth, WA, Australia.

Theodore, congratulations on your appointment! It's understandable that you're eager to make a positive impression, but it's also important to advocate for improvements in processes when you identify weaknesses, especially given the potential risks in the financial services sector.

Given your background in governance, you can approach this delicately while emphasizing the board's collective responsibility. First, acknowledge that you value the team and the leadership, highlighting the chair's expertise and your respect for the board's members. Then, frame your concerns in terms of ensuring the board's effectiveness and long-term success rather than focusing solely on the shortcomings of the current papers.

You could express your concerns in a private conversation with the chair or at the next meeting, suggesting a review of the board's processes. For example, you could say:

"I've noticed that the board papers for this meeting are quite detailed, but some aspects are difficult to follow, and there are missing papers. I believe this may affect the efficiency and quality of our decision-making. To ensure we are fully informed and minimize the risk of overlooking important details, could we consider revisiting how the board papers are structured, with a focus on clarity, consistency, and completeness?"

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