Over the past few years, corporate boards have been tested in ways few could have predicted. The pandemic didn’t just shake up how companies operate—it fundamentally changed how boards function. As a corporate attorney who has worked closely with board members and senior executives for decades, I’ve witnessed this shift up close. And as someone who has served on numerous boards and committees myself, I’ve felt the pressure and the responsibility that come with guiding an organization through uncertainty.
Today, we’re no longer in crisis mode. But we’re not exactly back to business as usual either. The world has changed, and the expectations placed on boards have grown. Stakeholders—whether they’re shareholders, employees, customers, or community members—are paying more attention to governance than ever before. That means it’s time for board members to evolve, adapt, and embrace a new standard of leadership.
From Oversight to Engagement
Before the pandemic, some boards took a more passive role—reviewing quarterly results, rubber-stamping proposals, and attending the occasional strategy retreat. That model doesn’t hold up anymore. Today’s board members are expected to be actively engaged, informed, and ready to contribute in real-time.
This doesn’t mean boards should micromanage. But it does mean they must be prepared to ask tough questions, respond quickly to emerging risks, and provide genuine guidance when management needs it. In a world where supply chains can be disrupted overnight, where cyber threats are constant, and where social issues impact brand trust, board members can’t afford to be spectators.
A Broader Definition of Risk
The pandemic forced boards to think more broadly about risk. It wasn’t just about finances anymore. Suddenly, directors were dealing with employee health, remote work infrastructure, public health mandates, and existential threats to business continuity. That experience taught us that risk management needs to be more holistic.
Going forward, boards must take a wider view—one that includes everything from environmental sustainability and data security to workplace culture and regulatory shifts. This means updating risk matrices, bringing in outside experts when needed, and making sure that board composition reflects the complexity of the issues at hand.
Diversity Is No Longer Optional
One of the most powerful shifts I’ve seen is a growing recognition that diversity isn’t just a box to check—it’s essential for effective governance. Diverse boards are better equipped to understand their customer base, spot blind spots, and make balanced decisions. And in a post-pandemic world where equity and inclusion have become central to brand reputation and employee engagement, the importance of board diversity has only increased.
I’ve long been a proponent of bringing more voices to the table, especially from underrepresented communities. As a Cuban-American attorney and leader in a minority-owned law firm, I’ve seen how valuable it is to have perspectives shaped by different backgrounds, experiences, and worldviews. Boardrooms that reflect the communities they serve are more resilient and more in tune with the moment we’re living in.
Communication and Transparency Matter More Than Ever
During the height of the pandemic, communication was critical. Stakeholders wanted frequent updates, clear messaging, and honest assessments of where things stood. Boards that failed to communicate effectively lost trust. Boards that showed transparency and empathy earned it.
That principle hasn’t changed. If anything, the expectations around transparency have increased. Board members today must be ready to communicate not only internally but externally—supporting CEOs and leadership teams in shaping messages to investors, regulators, employees, and the public. In the digital age, trust is fragile, and communication is part of governance.
Technology in the Boardroom
Virtual meetings used to be a backup plan. Now they’re part of the standard toolkit. The shift to digital boardrooms brought unexpected benefits—more flexibility, broader access to global experts, and greater efficiency. But it also brought challenges around engagement, cybersecurity, and maintaining the nuance of in-person discussion.
Boards must continue to refine their use of technology, ensuring that virtual participation doesn’t mean diminished input. Directors must also stay informed about digital tools that help with board management, secure communications, and document sharing. Tech-savviness is no longer optional. It’s part of being an effective modern board member.
The Human Element
Perhaps the most important lesson from the past few years is that governance is ultimately about people. During the crisis, we were reminded that behind every financial report and strategic plan are human lives—employees with families, customers with needs, and communities looking for stability.
Good board members remember that. They ask how decisions will affect the people behind the numbers. They value emotional intelligence alongside financial acumen. And they recognize that long-term value is built not just through profitability, but through trust, resilience, and ethical leadership.
We are living in a new era of governance. It’s one shaped by disruption, driven by accountability, and defined by purpose. The pandemic was a wake-up call, but it was also a chance to grow.
For board members—especially those who want to make a meaningful impact—this is the moment to step up. It’s time to get more engaged, more informed, and more aligned with the values that matter most to the people we serve.
As someone who has sat on both sides of the boardroom table—as legal counsel and as a director—I believe we’re entering a time when governance can be a real force for good. But it starts with commitment. It starts with awareness. And it starts with the willingness to lead differently.