Governance is about people, not paper

Andrew Chamberlain
Sep 11
3 min read

We’ve just wrapped up our very first Association Transformation Governance as Leadership Retreat, two days immersed in the messy, human, inspiring world of board dynamics. And while my head is still buzzing from the conversations, one theme cuts through everything we discussed:

👉 Governance isn’t about structures, it’s about people.

Yes, constitutions matter. Articles of Association matter. Policies, processes, protocols are all important. But the truth we saw time and again is that the success or failure of governance comes down to relationships, behaviours, and accountability.

When Governance Breaks Down

Every organisation has its governance horror story. And, as we reflected with participants, it’s rarely the paperwork at fault. The real problems come from:

Ego: Individuals who sit around the board table for what they can gain rather than what they can give.
Misaligned motives: Directors who forget whose hat they’re wearing, whether that’s commercial interests crowding out the mission, or personal agendas taking priority.
Absenteeism: Board members who don’t show up but still expect to have an opinion.
Weak leadership: Chairs or CEOs unwilling to enforce standards of participation and accountability.

Sound familiar? These are people problems, not policy problems.

The Power of Relationships

What struck me most was the openness of our first cohort. Chief executives, company secretaries, incoming chairs, independent chairs, all were willing to share, admit they didn’t know it all, and learn from each other.

Their experiences reinforced something I’ve believed for years: relationships underpin governance. Structures provide the framework, but it is trust, communication, and shared purpose that make those structures work.

When those relationships are healthy, governance becomes a springboard for leadership. When they’re toxic, no amount of fine-tuned bylaws can save you.

Governance as Leadership

This retreat wasn’t Governance 101. It wasn’t about explaining what a quorum is or how to file your annual return. Instead, it was about shifting mindset:

From governance as administration → to governance as leadership
From ticking boxes → to driving organisational purpose
From paper protocols → to lived accountability

The conversations were candid. Who enforces governance? What happens when expectations aren’t met? How do you hold each other to account not just legally, but behaviourally?

There aren’t easy answers; but recognising that governance is a leadership act and not a compliance chore changes the entire conversation.

Safe Space, Honest Conversations

Another element that made the retreat powerful was the environment. We created a safe, confidential space where participants could talk openly about frustrations, share horror stories, and test solutions. It wasn’t about venting for the sake of it. We challenged every story: What can you do about it? What commitment are you taking back? What will change in your boardroom next week? By the end, every participant left with a tangible set of next steps. And equally important, they left with a peer network they can lean on long after the retreat.

Moving Beyond the Board Pack

Too often governance gets confined to the board pack: agendas, minutes, resolutions. What we saw over these two days was that governance has to be lived. It’s the conversations in the margins, the behaviours in the room, the courage to challenge and to listen. And that’s why governance isn’t just for compliance officers or company secretaries. It’s for leaders. Because how we govern shapes the integrity, impact, and future of our organisations.

Reflections

After 150+ episodes of Association Transformation and countless boardrooms, this retreat felt different. It was practical, cathartic, and constructive. I left convinced of three things:

Governance is a leadership discipline. It deserves the same energy and investment as strategy or operations.
People matter more than paper. Structures without relationships collapse under pressure.
Accountability is non-negotiable. Whether legal, ethical, or interpersonal, it has to be lived, not just written down.

And perhaps most importantly, the hunger is there. Leaders want to do governance better. They’re tired of horror stories. They know their organisations deserve more.

Looking Ahead

We’ve already opened bookings for the next retreat. Each cohort will be unique, shaped by the people in the room and the challenges they bring. And that’s the beauty of it: governance is never static. It evolves with us, with our boards, with our missions.

If there’s one takeaway I’d share with every association professional, it’s this: don’t treat governance as a burden. Treat it as a leadership opportunity.