In this week’s MSc Governance online class, led by Neill McWilliams, our cohort explored a topic that resonates across sectors: the evolving role and perception of the governance professional. It quickly became clear that in many organisations the role is still misunderstood or undervalued, despite its growing strategic importance.
This sparked a rich discussion about what governance professionals can do to shift that perception and strengthen the visibility, credibility, and impact of the profession. Below is a summary of the key themes that emerged:
Why the governance profession is still misunderstood
Across industries, governance roles are often associated narrowly with compliance, administration, or regulatory oversight. While these are important, they represent only a fraction of the value governance professionals bring.
Our cohort agreed: the profession must do more to articulate and demonstrate its strategic contribution, particularly in areas such as board effectiveness, risk management, organisational culture, and stakeholder engagement.
Standing Tall: Four pillars for strengthening the profession
Our discussion centered on what we titled ‘Standing Tall’, a mindset and approach built on four key pillars:
1. Developing increased self belief and confidence
Supporting boards, often composed of highly experienced individuals, can feel daunting. Yet governance professionals bring far more than regulatory expertise. We provide insight, challenge, perspective, and continuity. Recognising our own value is the first step toward ensuring others recognise it too.
2. Demonstrate and report measurable impact
Much of the work governance professionals do is intangible. That makes it easy for our contribution to go unnoticed.
We discussed the importance of making the invisible visible by clearly articulating how governance adds value. This includes:
- Enhancing board effectiveness
- Strengthening risk management
- Improving decision‑making processes
- Supporting ethical leadership
- Enabling better stakeholder engagement
3. Build influence
Governance professionals are uniquely positioned at the intersection of boards, leadership teams, and organisational operations. By doing so, we move from being perceived as recorders of decisions to strategic enablers of them. Our influence grows when we are seen as integral to the decision-making process.
4. Increase external visibility and strengthen networks
Too often, governance professionals remain invisible outside their organisations. By building networks, sharing insights, publishing thought leadership, and contributing to industry conversations, we can collectively elevate the profile of the profession.
Join the conversation
Our MSc Governance cohort spans a wide range of sectors, and we are keen to continue this conversation with others in the field.
What are you views?
How can we further strengthen the perception and impact of governance professionals?
See our LinkedIn page where we welcome your insights, experiences, and perspectives.