Map current board skills against what the organisation needs. Rate each director across ten domains — financial management, legal, sector knowledge, strategy, HR, communications, technology, community connection, fundraising, and advocacy — and identify the gaps to drive recruitment and development.

An annual self-assessment for individual directors, rated 1 (rarely) to 5 (consistently). Covers attendance and preparation, contribution in the boardroom, governance discipline, legal and ethical obligations, financial understanding, and board culture. Includes a reflection section for identifying strengths and areas for development.

A standing register for declaring and recording director conflicts of interest. Update at the start of every board meeting. Includes columns for the nature of interest, the organisation or person involved, date declared, and action taken. Comes with a plain-English guide to the four standard action options.

A structured annual goal-setting template for the CEO, completed and signed by the chair and CEO at the start of each year. Covers strategic delivery, financial management, people and culture, stakeholder relationships, board relationship, and personal development. Provides the basis for mid-year check-ins and the annual performance review.

A short post-meeting checklist for individual directors. Takes two minutes. Covers paper distribution and preparation, the quality of discussion and decision-making, conflict of interest management, and follow-through. The chair reviews results before the next meeting. Patterns across multiple meetings are more meaningful than any single response.

A practical guide for CEOs who want more than compliance from their board. Covers the mindset shift from reporting to partnership, how to make your thinking visible, building individual relationships between meetings, and what authenticity in the boardroom actually looks like. Draws on the detailed CEO-Board content from the Linke Leadership library.

A companion worksheet to the CEO–Board Relationship guide. Helps you diagnose the current health of the relationship, identify where your board may feel they receive conclusions without understanding your thinking, and commit to one tangible step this week. Use it for personal reflection or as the basis for a conversation with your chair.

A guide to recognising, managing, and resolving boardroom conflict — adapted specifically for the NFP board context. Covers why board conflict is different, early warning signs, the chair's role, how to facilitate a constructive conversation, and what good disagreement actually looks like. Includes cross-references to BCF chapters C4, C6, D1, and D3.

A quick-reference card setting out exactly what belongs to the board and what belongs to the CEO — and the warning signs that the line has been crossed in either direction. Based on chapter A2. Print it and use it in board inductions, when onboarding a new CEO, or whenever the boundary needs resetting.

A four-phase onboarding checklist for new and aspiring directors: before you accept, in your first month, at your first board meeting, and in your first three months. Covers due diligence, legal obligations, relationship-building, and the specific contributions that help new directors add value quickly without overstepping. Based on BCF chapters B1 and B4.