The Complete Checklist for Creating and Using a Board Skills Matrix [Template Included]

Step 1: Identify the Skills Your Board Needs

The end goal is to use this skills matrix is to align your board composition with your organizational goals and future challenges. Think about the qualities your board will need in order to be well-rounded and effective. Some of these “skills” will be areas of expertise, while some will be more qualitative.

How to do it:

1. Review a sample skills matrix and create a list of potential skills to include.

Some skills will be generally applicable to most boards, whereas there may be some skills needed that are relevant to your industry or market.

Skills or qualities you might include could be:

• Governance excellence understanding and commitment
• Chairing experience and excellence
• Communication and media confidence
• Legal expertise
• Commitment to our organization’s values and purpose
• Committed to continuous learning

You might find our Excel spreadsheet board skill matrix package helpful; it includes with a template to modify and industry-specific sample skills to reference.

2. Categorize the skills.

Some skills are essential for all board members. Others are just needed on the board—meaning at least one director has that skill/quality.

We recommend making items in these categories visually different, perhaps by making the text a different color, for example

• Needed by each director (e.g., governance excellence, independent thinking) is red.
• Needed on board (e.g., financial expertise, industry knowledge) is blue.

3. Mark each skill for inclusion in the final skills matrix.

One board member could start this off and bring it to the board for discussion, or you could ask each director to do this process.

Remember, this skills matrix needs to be applicable to both your present organization and what you believe the organization will need from the board in the future. Beside each skill, indicate:

A = Absolutely important

R = Relevant to our board

? = Unsure of meaning or applicability—needs discussion

4. Discuss and finalize the skill list as a board.

Remove any unnecessary skills and compile your final list. Group the skills required for each board members and that require representation on the board separately.

Step 2: Choose a Rating Scale for Skill Levels

You’re going to want a consistent rating method to assess each director against each skill on your list—and you’ll be using this rating scale for your current board members next, to evaluate your board composition, identify areas for development, and consider new candidates in the future.

Ensure consistency and objectivity by choosing a rating scale provides the nuances your board values. There are pros and cons to different rating scales!

Here are four common options:

Numeric Rating

Numbers can feel more quantitative, and it’s easy to remember what they represent. You can use a wider numeric range to get more granular ratings. For example:

1 = Limited Knowledge
3 = Working Knowledge
5 = Expert

Low-Medium-High Scale (L-M-H)

Some prefer to avoid the quantitative nature of numbers. This is a simple alternative. For example:

L = Low ability
M = Medium ability
H = High ability  

Basic 3-Level Scale

This is a simple option that’s easy to remember. It forces stronger absolutes to become clear. Example:

0 = No skill
1 = Some skill
2 = Strong skill  

Competency-Based Scale

This rating scale isn’t as easy to memorize but provides more detailed and qualitative ratings. You can provide in-depth explanation of each designation, or simple ones. For example:

None (N) = No knowledge or experience
Basic (B) = Some knowledge and comprehension
Good (G) = Working knowledge & training
Strong (S) = Significant expertise & leadership
Expert (E) = Deep expertise, advises others  

OR

None (N) = No knowledge or experience.
Basic (B) = Some knowledge and comprehension including the ability to define terminology and identify skills and attributes associated with the competency.
Good (G) = Good understanding of the fundamentals gained through a combination of education, working knowledge and completion of introductory director training.  Sufficient knowledge and comprehension for application of concepts to existing and new situations.
Strong (S) = Significant understanding and expertise gained through a combination of education, practical work experience, and completion of advanced director training. Participates fully in board analysis, discussion, and debate on more complex issues. Ensures sufficient information is provided to support analysis and recommendations. Uses knowledge to mentor new directors and provide greater understanding of competency.
Expert (E) = Expert understanding gained through a combination of direct practical working experience in a senior position or function, professional designation, qualification or degree in the subject matter, and completion and accreditation of a director training program. Interprets complex data to contributes new knowledge in competency areas. Provides expert analysis and advice on complex issues. Challenges management’s assumptions when needed and speaks out appropriately at board meetings. Makes significant contributions to long-range planning.

Discuss the pros and cons of each approach as a board and decide what’s the best fit for you.

‍

Step 3: Choose Assessment Method for Board Member Skills

It’s one thing to read a process on the internet, and another to do it. Being assessed is not comfortable, and assigning ratings to peers can be difficult. But you do need this information so you can uncover strengths and gaps for informed decision-making.

Here’s an exercise we recommend you do together as a board to inform your decision about the assessment process you’ll use going forward.

1. Select 3 priority skills (ones you marked in Step 1 above with a star) and work in pairs to assess both yourself and your partner, using the rating scale you decided on.

2. After sharing your ratings with each other, discuss these questions as a full board:

• How did you feel assessing yourself?
• How did you feel assessing a colleague?
• What might happen when this is done poorly?
• What problems/concerns need to be managed?
• What could be done to reduce problems/risks?

3. Take note of what arises from this exercise. There are other ways to assess current skill levels. Consider these alternate approaches:

• Self-assess and report that to board
• Peer-assess and decide together
• Chair/governance committee assesses and reports
• Outside expert assesses and reports
• Facilitated workshop to expand on each skill to note observable indicators for each attribute (so everyone’s assessments are more objective)

4. Decide on the approach your board will use to get a completed current director skill matrix, and what actions need to be taken to move that forward.

‍

Step 4: Add Observable Indicators for More Accurate Ratings

Now let’s go back to your skill list. Go through the list and identify specific behaviors or qualifications that demonstrate each skill. This helps prevent bias and make evaluations objective.

Here are some examples of observable indicators:

Governance excellence understanding and commitment – demonstrates and advocates for best practices in governance.

• Has completed board training promoted by the organization.
• Diligently disciplines themselves to stay above the line (noses in, fingers out) in board discussions and respectfully reminds peers to do the same.
• Participates in governance training sessions with rest of the board, showing a commitment to keep learning and support for peers as they do likewise. Never acts like they already “know it all.

Chairing experience and excellence – demonstrates consistent skill to facilitate board discussion and decision-making in a timely manner while enhancing board unity.

• Serves the board by leading board meetings according to the board-approved agenda and time allocations.
• Draws in each board member to ensure everyone’s strengths and perspectives are adding best value to the board and the meetings.
• Respectfully follows up with individual board members to encourage them to fulfill their important role effectively.

Team Player – promotes cooperation and commitment within the board to jointly achieve and celebrate goals.

• Knows fellow board members’ strengths and weaknesses, tapping into what others can contribute and volunteering to help them where there are shortfalls.
• Encourages unity through sharing information and expertise, working together to solve problems, and putting board success ahead of attention or credit to themselves.
• Ensures joint ownership of company strategy, board commitments, and organizational accomplishments.  Involves everyone around the board table.

Commitment to Vision and Mission – knows vision and mission statements by heart, passionately advocating for them in board meetings and with stakeholders everywhere.

• Can state both vision and mission by memory.
• Can comfortably engage members and interested people in conversations to reinforce the meaning and the importance of the statements.

Continuous Learning – displays an ongoing commitment to learning and personal growth.

• Routinely takes in information (by reading, listening to podcasts, attending conferences, etc.) to stay current with matters critical to board role.
• Asks for and acts on feedback to improve own performance.  Looks for and develops new skills, new perspectives, and new understanding to improve own effectiveness and efficiency in the board role.
• Sees mistakes or failure as an opportunity to learn and grow—and acts on this.

You could add these observable indicators to your board skills matrix spreadsheet directly, but due to length we’d suggest you create an accompanying document or sheet where these can be easily referenced each time you pull it out.

‍

Step 5: Assess the Skill Levels of Current Board Members

Using the assessment method you chose in Step 3, evaluate your current board composition and finish filling out your board skills matrix with the final ratings.

An Excel board skills matrix template can make it easy to fill out your final ratings. Just update it with your board’s chosen skills, rating method, and current board member names.

‍

Step 6: Use the Skills Matrix to Guide Board Development

The first application of your finalized board skills matrix is to create a board development roadmap based on the gaps or weaknesses it has illuminated.

1. Identify skill gaps and consider development, addition, or replacement as possible solutions.

• Does this gap need to be filled via training or a new board member?

2. Create a board development plan, including:

• Training for whole board on their governance role. In-person or virtual governance training programs can benefit both seasoned and brand new directors. (Send us a message, we’ll be happy to make recommendations on this.)
• Individual board member coaching for qualitative skills
• Mentorship opportunities either between board members or external
• External learning resources, like books, courses, or certificate programs. You’ll find plenty of executive-level courses available for specific skills that you just need one director to have. For governance skills, The Imperfect Board Member is an accessible but impactful book on governance excellence (it’s a best-selling classic for a reason).

3. Use the matrix to guide board recruitment. Some of the skills you’ve identified may be neither present nor best achieved through development efforts. There may be board members who recognize it’s time for them to step off the board so a more fitting replacement can be found, or you may decide to add to your numbers. Regardless, the matrix will help you identify the right candidates.

‍

Step 7: Commit to Board Renewal & Succession Planning

Don’t let the work you’ve done to create a board skills matrix go to waste! It should be updated annually and remain a living document as you strive for governance excellence. Board succession should be strategic, not reactive, and a skills matrix can help you with this.

You’ll need a current board skills matrix for:

• Succession planning (identifying future leadership gaps)
• Director term reviews
• Identifying candidates for upcoming vacancies

Update your board skills matrix annually.

You might consider aligning board renewal discussions with your strategic planning cycles. Set review dates to:

• Update board member skill ratings
• Discuss skill gaps
• Agree on board development plans
• Define criteria for new board members
• ‍Plan communications with stakeholders
• Brainstorm candidates and develop outreach strategies

Communicate your board’s needed skills to potential candidates.

Board members come from different places for different organizations. Putting the word out about what is valued at your board table is best done continuously, not just when you need a skill filled immediately.

• For privately-held companies who select board members, talk with your network about your board’s work and skills you’ve identified. You might be surprised who you form a connection with that might be a future fit.
• For organizations that elect or appoint board members, your members (owners) should understand what you are looking for so they can recognize their contribution would be valued and step up. Communicating well about this will also build trust for your board with the owners, as they recognize your commitment to governance excellence. (Here's a great guide to succession for boards of not-for-profit orgs.)

Your board skills matrix is a powerful tool for board renewal, and communication with potential candidate pools should be an ongoing plan and responsibility for all current board members.

‍

Final Thoughts: Strengthening Your Board for the Future

Creating and using a board skills matrix isn’t just an administrative exercise—it’s a strategic investment in your board’s effectiveness, decision-making, and long-term success. By following this checklist, you’ve taken a structured approach to assessing your board’s strengths, identifying gaps, and planning for renewal.

Your board’s effectiveness depends on the strength of its members. A well-structured board skills matrix ensures that your board is not just filling seats but leading with purpose.

If you have questions about any part of this process, send us a message! We’ll be happy to walk you through it.