The uncomfortable chair

Every boardroom has a special seat, a seat unlike the rest. It is the uncomfortable chair. Not because of its design or its position at the table, but because whoever takes it, accepts the responsibility of saying what others prefer to leave unsaid. This director is the one who asks the hard questions, who challenges assumptions, who points out risks in moments of euphoria and reminds everyone of limits when everything seems possible. Ultimately, it is the person who understands that their fiduciary duty to the company must prevail over personal convenience.

The presence of the uncomfortable chair is a sign of a mature board. It is not a secondary role, but a critical one for safeguarding the quality of Corporate Governance. Where no one dares to challenge, complacency quickly sets in. And complacency, sooner or later, paves the way for strategic mistakes, power imbalances, and crises that could have been prevented.

The uncomfortable director keeps constructive tension alive, the kind of tension that strengthens decision-making and acts as an antidote to the blind spots that every executive team and board inevitably has.

Still, the line between being an uncomfortable director and becoming the “enemy” is thin. It is not about opposing for the sake of it, nor about seeking personal prominence at the expense of the collective. The difference lies in intent and in delivery. A Director who challenges with purpose does not aim to win arguments but to shed light on areas that need deeper reflection. They don’t tear things down, they create space for new perspectives. Their discomfort is not born of gratuitous friction but of the conviction that timely questioning makes the company stronger.

Those who take the uncomfortable chair often share a distinctive profile. They are Directors with independent judgment, usually forged through careers that exposed them to uncertainty, complexity, and difficult decisions. They are not afraid of social pressure inside the boardroom or of standing alone in a debate, because they know their role is not to be popular, but to be useful. Often, they are guided by strong professional ethics, able to hold a position even if it is not the majority view, and experienced enough to do so calmly, without provocation.

At the same time, they master the subtle art of influence. They know when to speak and when to remain silent, when to open a debate and when to let the evidence speak for itself. They manage timing carefully, choose their tone wisely, and understand that how a question is asked matters as much as the question itself. Their goal is not to be right at all costs, but to ensure the board makes the best possible decision. Above all, they know that the legitimacy of their discomfort comes from consistency: their questions, warnings, and doubts are always aligned with the company’s best interests, never with a personal agenda.

The uncomfortable chair also requires a delicate balance. Raising doubts inside the boardroom while standing behind the board’s decisions outside of it. Loyalty to the collective body does not mean uniformity of thought, but shared responsibility. A Director who challenges at the table yet supports the decisions once made demonstrates professionalism and commitment, reinforcing trust in the Corporate Governance System as a whole.

Those who occupy the uncomfortable chair with courage, rigor, and respect become indispensable allies for the sustainable success of the organization. Their moral authority comes not from silence or popularity, but from the courage to voice what no one else dares to say—always in service of the company and its stakeholders. Taking that chair is not a luxury or an eccentricity. It is, quite simply, a responsibility.