Much of my year so far has been spent helping organisations improve their governance. I've reviewed constitutions, rewritten policies, drafted some from scratch, and supported boards as they do the hard work of getting better.

This has prompted me to reflect on a catch-up with a client in Brisbane, which is now especially relevant.

What started as a straightforward coaching conversation suddenly turned into a serious discussion about his board — and, in particular, the behaviour of individual board members.

The situation my client described went well beyond run-of-the-mill governance problems — it bordered on bullying and, in some respects, was even worse.

It became a confronting conversation that reinforced something I’ve seen time and again over 25 years in the not-for-profit sector: the quality of an organisation’s board often determines whether it flourishes or falls apart.

I want to believe that most not-for-profit boards are filled with people who are well-intentioned and genuinely want to see their organisation grow. The problem is that good intentions aren’t enough.

Too often, board members show up to meetings without fully understanding their role. They’re not equipped — or worse, unwilling — to provide genuine oversight and support.

When this happens, the CEO and senior leaders are left to deliver the mission while battling poor governance, unclear expectations, and, in some cases, active dysfunction — navigating board meetings that turn combative, fielding late-night directives from individual members, or repairing the cultural damage caused by unchecked behaviour.

Good governance isn’t just about having a well-written constitution and policies. It comes down to the people. Effective boards need members who:

• Understand their legal and fiduciary duties (see Standard 5 of the ACNC Governance Standards).
• Take their responsibilities seriously and show up prepared to contribute.
• Are willing to learn and be held accountable.
• Use their skills, experience and background to advance the mission.
• Build and protect a positive, psychologically safe board culture.
• See themselves as servants of the mission, not just attendees of meetings.

For Christian organisations in particular, this cuts even deeper. Board members are trustees of a ministry. That means stewarding the mission with the same humble, servant-hearted care Jesus modelled for his disciples.

So, the question board members should ask isn’t “What’s in it for me?” but “What’s best for the people we’re called to serve in the name of Jesus?”

If you’re a CEO or senior leader struggling with your board, you’re not alone. And while you may not be able to change everything overnight, recognising the problem is the first step toward change.

If you’d like to talk through what this might look like for your organisation, feel free to reach out. I’d love to talk it through with you.