What Makes a Great Board Member? Insights from Jørgen Vig Knudstorp

When Jørgen Vig Knudstorp stepped down as CEO of the LEGO Group in 2017 to become Chairman of the Board, he entered a new phase of leadership. Since then, he has held multiple board positions across international organisations, gaining a broad perspective on how boards succeed - and how they fall short.

At the Boardway Board Summit 2025, Knudstorp shared candid reflections on his mistakes, his evolution as a board leader, and the core qualities that define truly effective board members. His insights provide a clear framework for stronger governance and healthier board–management relationships.

Diversity: Boards Need Real Difference

Knudstorp emphasised that diverse boards are stronger not because diversity is trendy, but because it leads to better decisions. Complex environments demand multiple perspectives, and boards benefit when members bring distinct backgrounds and ways of thinking.

However, diversity only works when it is expressed. A board with varied members but silent voices gains nothing. Real value comes when those different viewpoints are actively shared and considered.

Courage: The Willingness to Speak Up

Courage plays an essential role in board effectiveness. According to Knudstorp, it is common for people to raise concerns privately or informally, but remain silent during actual meetings. This behaviour weakens trust and leads to poor decisions.

He stressed that board members have a responsibility to be open, honest, and willing to disagree constructively. That courage creates a healthier dynamic and strengthens oversight.

Supporting Management: A Board’s Collaborative Role

Knudstorp believes that a board’s primary job is to support management rather than overshadow it. As he put it:

“95% of my energy goes towards making your company successful.”

This mindset establishes trust, reduces unnecessary friction, and ensures that the CEO and leadership team feel empowered rather than constrained. Good boards challenge constructively while maintaining a relationship built on respect and clarity.

Ultimate Responsibility: Strategy, Governance, and Culture

While boards support management, they also carry the organisation’s ultimate responsibility. They appoint the CEO, approve the strategy, ensure succession planning, and when necessary - make leadership changes.

Culture is also a governance responsibility. Knudstorp highlighted this with a critical observation:

“Culture is behaviour… as a board, you cannot build the culture yourself, but if for example diversity is not a priority for the board, it disappears as a priority for the company.”

Boards shape culture indirectly but decisively. What they prioritise is inevitably reflected in the organisation.

Learning the Hard Way: The ‘Executive Chair’ Mistake

Knudstorp openly admitted that transitioning from CEO to Chairman was more challenging than expected. He found himself too involved, too present, and too influential - slipping unintentionally into the role of an “executive chair.”

The experience taught him the importance of boundaries. Effective governance often requires stepping back, allowing the CEO and leadership team to lead while the board focuses on oversight rather than operational involvement.

Conclusion

Jørgen Vig Knudstorp’s reflections offer a practical understanding of what makes a strong and effective board member. Diversity must be expressed, courage must be practiced, management must be supported, and the board must take ownership of culture and long-term governance. His lessons, shaped by both successes and mistakes, offer a roadmap for anyone seeking to contribute more meaningfully at board level.

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