Corporate governance is a multidimensional construct, with many interactive mechanisms that must be simultaneously managed for efficiency. We develop a model where three ubiquitous governance mechanisms—board independence, board expertise, CEO equity incentives—are endogenously selected to encourage information sharing by the CEO and to optimize the board’s ability to monitor and advise the CEO. We find that, in equilibrium: (i) board expertise and equity incentives are substitutes (complements) when the board has high (low) independence; (ii) boards with greater independence also have higher expertise; and (iii) equity incentives may be positively or negatively related to board independence, depending on the nature of board advice.