A board of directors is in place to steer the business, fill experience and knowledge gaps, and strengthen investor confidence. The key roles of a board include strategy, compliance, risk management, and performing one specific part of corporate life—to make decisions. The board's key purpose is to ensure the company's prosperity by collectively directing the company's affairs while meeting the appropriate interests of its shareholders and relevant stakeholders. Recent studies into corporate collapses and breaches of duties by directors inevitably are focused on the quality of decisions made or not made within important board meetings, emphasizing the need to invest primary resources into meetings specifically. How then do we ensure boards can make those defensible decisions effectively? Board meetings should be designed in such a way that the most effective partners come up with defensible ideas and execute solutions that will add value to the organization. Oftentimes this data suggests that the probable outcome are likely to result in poor, slow or no decisions being made. “In many cases, attendees can accurately predict who will speak at these gatherings and what they are likely to say. With even more accurate predictions can also be made regarding those who will have no contribution to make at all.”- O’ Connor In proper governance, silence by members of the board during meetings implies that they agree with key decisions taken by the board, but often time is furthest from the truth. True collective decision-making ensures that each member has had an input into the final decisions. Primary planning before during and after these events can definitively improve outcomes and lead to less more efficient and effective board meetings.