Effective governance isn’t just about Board meetings – it’s about shaping and driving purpose, monitoring progress and building a culture of trust that fosters learning and improvement.
Whatever the organisation, governance defines how decisions are made, how power is shared, and how people are heard. It’s the quiet force behind innovation, equity, and sustainable growth. And it requires courage to rethink outdated systems, openness to embrace innovation, and humility to listen to diverse voices.
When governance works, it shows.
✅ Purpose is clear, the “north star” that guides all that is done
✅ Services are designed around people, not procedures.
✅ Policies are informed by evidence and empathy.
✅ Resources are used wisely and transparently.
✅ Trust grows between organisations and communities.
Great organisations can demonstrate that their success isn’t just about resources or technology. It’s rooted in strong governance systems that balance efficiency with empathy, ambition with accountability. They act with integrity, they move beyond efficiency to be truly effective, and they demonstrate values that reflect fairness, accountability, and inclusion.
But what about governance in today’s world, where people and organisations have to collaborate powerfully across systems if we want to bring about a lasting difference? In place-based partnerships, such as those supported through Sport England’s Place work, governance takes on an even more collaborative form. It’s not about one organisation holding the reins, it requires shared scaffolding across multiple actors (local authorities, health partners, community organisations, and residents) to align around a shared purpose and distributed decision-making. This kind of collaborative governance asks for new skills: the ability to hold space for uncertainty, to negotiate shared accountability, and to make learning visible across boundaries. When done well, it enables places to act with coherence and agility, translating collective intent into practical, joined-up action that makes sense locally.
In a world shaped by rapid change, digital transformation, and social awareness, the old models of “top-down control” no longer work. People expect openness. They demand authenticity. They want to see how decisions are made – and why.
Governance is evolving. Good governance builds confidence; great governance builds communities. Sure, accountability and oversight remains important. But effective governance today requires more than that; it requires leaders who can listen deeply, act transparently, and build systems that empower others. It’s about the co-creation of a scaffolding that holds and supports those delivering the work, a framework made for scaling heights and building a new future.
As leaders, policymakers, and professionals, we each have a role to play – not just in following rules, but in setting new standards for how we lead, collaborate, and deliver impact. Boards need to be asking:
✅ Are our decisions inclusive?
✅ Are we creating long-term value, not just short-term wins?
✅ Do people trust the process as much as the outcome?
✅ Are we able to explain what we have done, why and what difference we have made?
✅ Do our governance structures, our Board meetings and our collective working culture provide the best environment to best achieve our purpose?
At Miova we believe that good and engaged governance can only exist where there is a deep and consistent understanding of the organisation’s purpose, and a clear view of the internal and external factors which impact the organisation. The best boards attend to their scaffolding – board composition, board focus and a regular critical and constructive reflection on board dynamics are particularly important.
Are you forward looking as well as reflectively examining current practice? Are you confidently encouraging and embracing differing perspectives? Are you clear on your accountabilities and those of your partners? Have you built a strong and committed partnership with the executive? Have you a clear and compelling sense of vision and mission?
For an informal and confidential discussion on any aspects of governance, without obligation, please get in touch.
– Marg Mayne and Jon Argent
